Human Resource Management 10th edition

["Endnotes 375 \u201cBehavioral Blunders,\u201d Training (January 2003), p. 1; and \u201cInterview ment in the Selection Interview,\u201d Journal of Occupational and Organiza- Blunders Can Close the Door,\u201d Westchester County Business Journal tional Psychology (March 2002), pp. 59\u201377; and L. G. Otting, \u201cDon\u2019t (December 16, 2002), p. 17 Rush to Judgement,\u201d HRT Magazine (January 2004), pp. 95\u201398. 2. This story was influenced by an example in Arthur Sloan, Personnel: Man- 21. C. H. Middendorf and T. H. Macan, \u201cNote-Taking in the Employment aging Human Resources (Englewood Cliffs, NJ: Prentice Hall, 1983), p. 127. Interview: Effects on Recall and Judgment,\u201d Journal of Applied Psychology 3. See I. Kotlyar and L. Karakowsky, \u201cIf Recruitment Means Building (April 2002), pp. 293\u2013304. Trust, Where Does Technology Fit In?\u201d Canadian HR Reporter (October 22. W. Poundstone, \u201cBeware the Interview Inquisition,\u201d Harvard Business 7, 2002), p. 21. Review (May 2003), pp. 18\u201319; and T. Raz, \u201cHow Would You Design 4. Table complied from information from: T. H. Nail, D. Scharinger Bill Gates\u2019s Bathroom?\u201d Inc. (May 2003), p. 29. \u201cGuidelines on Interview and Employment Questions\u201d SHRM 23. \u201cFocus on Ethics Includes Honest Interviews,\u201d HR Briefing (April 1, 2003), Information White Paper (Reviewed 2002); R. Sinha \u201cQuestions You p. 7. Cannot Ask in Job Interviews,\u201d Bizcovering.com (April 15, 2008), and J. 24. See P. J. Taylor and B. Small, \u201cAsking Applicants What They Would Do Walker-Jones, Senior Attorney Advisor, ADA Policy Division \u201cADA: Dis- Versus What They Did Do: A Meta-Analysis Comparison of ability-Related Inquiries and Medical Examinations\u201d EEOC.gov ( Feb- Situation and Past Behavior Employment Interview Questions,\u201d Jour- ruary 22, 2005). nal of Occupational and Organizational Psychology (September 2002), 5. Y. Y. Chung, \u201cThe Validity of Biographical Inventories for the Selection pp. 277\u2013294; J. Merritt, \u201cImprove at the Interview,\u201d Business Week of Salespeople,\u201d International Journal of Management (September 2001), (February 3, 2003), p. 63; S. D. Mauer, \u201cA Practitioner-Based Analysis p. 322. of Interviewer Job Expertise and Scale Format as Contextual Factors 6. See, for instance, S. R. Kaak, H. S. Field, W. F. Giles, and D. R. Norris, in Situational Interviews,\u201d Personnel Psychology (Summer 2002), \u201cThe Weighted Application Blank,\u201d Cornell Hotel and Restaurant pp. 307\u2013328; J. M. Barclay, \u201cImproving Selection Interviews with Administration Quarterly (April 1998), pp. 18\u201324. The seven items were Structure: Organizations\u2019 Use of Behavioural Interviews,\u201d Personnel not specifically identified so that the competitive edge the hotel had Review, Vol. 30, Issue 1 (2001), pp. 81\u201395; K. Tyler, \u201cTrain for Smarter in hiring practices would not be weakened. Hiring,\u201d HR Magazine (May 2005), pp. 89\u201393; A. C. Poe, \u201cGraduate 7. See, for example, J. H. Prager, \u201cNasty or Nice: 56-Question Quiz,\u201d Wall Work,\u201d HR Magazine (October 2003), pp. 95\u2013100; and \u201cUsing Behav- Street Journal (February 22, 2000), p. A-4. ioral Interviewing to Help You Hire the Best of the Best,\u201d HR Focus 8. G. Nicholsen, \u201cScreen and Glean: Good Screening and Background (August 2004), p. 5. Checks Help Make the Right Match for Every Open Position,\u201d 25. J. Merrit, \u201cImprove at the Interview,\u201d Business Week (February 3, 2003), Workforce (October 2000), pp. 70, 72. p. 63; and P. J. Taylor and B. Small, \u201cAsking Applicants What They Would 9. S. Bates, \u201cPersonality Counts,\u201d HR Magazine (February 2002), Do Versus What They Did Do: A Meta-Analysis Comparison of Situation pp. 27\u201334. and Past Behavior Employment Interview Questions,\u201d Journal of Occupa- 10. J. Greenwald, \u201cWeb-Based Screening May Lead to Bias Suits,\u201d Business tional and Organizational Psychology (September 2002), pp. 277\u2013294. Insurance (March 10, 2008), p. 1\u20136. 26. A. Phillips and R. L. Dipboye, \u201cCorrelation Tests of Predictions from 11. A. L. Rupe, \u201cFacebook Faux Pas,\u201d Workforce Management online (March a Process Model of the Interview,\u201d Journal of Applied Psychology, Vol. 74 2007), at www.workforce.com.accessed June 2, 2009. (1989), pp. 41\u201352; M. Ronald Buckley and R. W. Edner, \u201cB. M. 12. K. Saul, \u201cHR as Traffic Cop,\u201d Credit Union Magazine (April 2007) p. 76. Springbett and the Notion of the \u2018Snap Decision\u2019 in the Interview,\u201d 13. See F. Lievens, \u201cTrying to Understand the Different Pieces of the Journal of Management, Vol. 14, No. 1 (March 1988), pp. 59\u201367. Construct Validity Puzzle of Assessment Centers: An Examination of 27. See, for instance, R. Buda, \u201cThe Interactive Effect of Message Framing, Assessor and Assessee Effects, Journal of Applied Psychology (August Presentation Order, and Source Credibility on Recruitment Practices,\u201d 2002), pp. 675\u2013687; and D. J. Schleicher, B. T. Mayes, D. V. Day, and R. International Journal of Management (June 2003), pp. 156\u2013164. F. Riggio, \u201cA New Frame of Reference Training: Enhancing the 28. S. A. Larson, K. C. Lakin, American Association on Mental Construct of Validity of Assessment Centers,\u201d Journal of Applied Psychol- Retardation, R. H. Bruininks, D. L. Braddock, American Association ogy (August 2002), pp. 735\u2013747. on Mental Retardation, Staff Recruitment and Retention: Study 14. \u201cMind Your P\u2019s and Q\u2019s,\u201d Successful Meetings (February 2000), p. 33. Results and Intervention Strategies, AAMR, 1998. pp. 30\u201331. 15. J. Blau, \u201cAt Nokia Temperament Is a Core Competency,\u201d Research Technol- 29. For an interesting discussion on this topic, see P. G. Irving and J. E. ogy Management (July\/August 2003), p. 6; and R. A. Posthuma, F. P. Meyer, \u201cOn Using Residual Differences Scores in the Measurement of Morgeson, and M. A. Campion, \u201cBeyond Employment Interview Valid- Congruence: The Case of Met Expectations Research,\u201d Personnel Psy- ity: A Comprehensive Narrative Review of Recent Research and Trends chology (Spring 1999), pp. 85\u201395; and R. D. Bretz Jr., and T. A. Judge, Over Time,\u201d Personnel Psychology (Spring 2002), pp. 1\u201380. \u201cRealistic Job Previews: A Test of Adverse Self-Selection Hypothesis,\u201d 16. \u201cJob Interviews Reveal Trouble Later On,\u201d HR Briefing (January 15, Journal of Applied Psychology (April 1998), pp. 330\u2013337. 2003), p. 8. 30. S. Bates, \u201cTight-Knit Reference Checks Rise,\u201d HR News (February 17. \u201cIt\u2019s Not Your Grandfather\u2019s Hiring Interview,\u201d Supervision (May 2002), pp. 1, 4; V. Tsang, \u201cNo More Excuses,\u201d CHRR Report on 2003), pp. 21\u201323. Recruitment and Staffing (May 23, 2005), available online at www.hrre- 18. See, for instance, \u201cRecruitment: Job Seekers Take Offense at porter.com; \u201cLiar, Liar, Pants on Fire,\u201d HR Magazine (September 2005), Interview Blinders,\u201d Personnel Today (July 1, 2003), p. 3. See also M. p. 16; \u201cCost of Poor People Management Is High,\u201d HR Magazine Knudstrup, S. L. Segrest, and A. E. Hurley, \u201cThe Use of Mental (August 2004), p. 18; and J. George and K. Marett, \u201cThe Truth About Imagery in the Simulated Employment Interview Situation,\u201d Journal Lies,\u201d HR Magazine (May 2004), pp. 87\u201391. of Managerial Psychology (June 2003), pp. 573\u2013591. 31. C. Garvey, \u201cOutsourcing Background Checks,\u201d HR Magazine (March 19. For a more detailed discussion of impression management, see N. L. 2001), pp. 95\u2013103. Vasilopoulos, R. R. Reilly, and J. A. Leaman, \u201cThe Influences of Job 32. M. Mayer, \u201cBackground Checks in Focus,\u201d HR Magazine (January Familiarity and Impression Management on Self-Report Measure 2002), pp. 59\u201362; J. H. Maxwell, \u201cOf Resumes and Rap Sheets,\u201d Inc. (June 13, Scales and Response Latencies,\u201d Journal of Applied Psychology (February 2000), p. 94; C. Mason-Draffen, \u201cResume Lies Are on the Rise,\u201d Baltimore 2000), pp. 50\u201364; and D. R. Pawlowski and J. Hollwitz, \u201cWork Values, Sun (June 10, 2004) available online at www.baltimoresun.com\/business; Cognitive Strategies, and Applicant Reactions in a Structured Pre- and P. Babcock, \u201cSpotting Lies,\u201d HR Magazine (October 2003), pp. 46\u201352. Employment Interview for Ethical Integrity,\u201d Journal of Business 33. M. N. Le and B. H. Kleiner, \u201cUnderstanding and Preventing Negligent Communication (January 2000), pp. 58\u201376. Hiring,\u201d Management Research News, Vol. 23, No. 7\/8 (2000), pp. 53\u201356. 20. J. Silvester, F. M. Anderson-Gough, N. R. Anderson, and A. R. 34. J. Mullich, \u201cCracking the ex-files,\u201d Workforce Management (September, Mohamed, \u201cLocus of Control, Attributions and Impression Manage- 2003).","376 Endnotes 35. D. Lacy, S. Jackson, and A. St. Martin, \u201cReferences, Cafeteria Changes, and N. S. Raju, T. V. Anselmi, J. S. Goodman, and A. Thomas, \u201cThe Smokers,\u201d HR Magazine (April 2003), p. 37. Effect of Correlated Artifacts and True Validity on the Accuracy of Parameter Estimation in Validity Generalization,\u201d Personnel Psychology 36. See, for example, S. L. Rynes, R. D. Bretz, and B. Gerhart, \u201cThe (Summer 1998), pp. 453\u2013465. Importance of Recruitment in Job Choice: A Different Way of Look- 48. See F. L. Oswald, S. Saad, and P. R. Sackett, \u201cThe Homogeneity Assump- ing,\u201d Personnel Psychology, Vol. 44, No. 3 (Autumn 1991), pp. 487\u2013521. tion in Differential Prediction Analysis: Does It Really Matter?\u201d Journal of Applied Psychology (August 2000), p. 536; J. N. Farrell and M. A. 37. For an interesting review of self-managed team behavior when evalu- McDaniel, \u201cThe Stability of Validity Coefficients Over Time: ating one another, see C. P. Neck, M. L. Connerly, C. A. Zuniga, and S. Ackerman\u2019s (1988) Model and the General Aptitude Test Battery,\u201d Jour- Goel, \u201cFamily Therapy Meets Self-Managing Teams: Explaining Self- nal of Applied Psychology (February 2001), p. 60; P. R. Jeanneret and M. H. Managing Team Performance Through Team Member Perception,\u201d Strong, \u201cLinking O*Net Job Analysis Information to Job Requirement Journal of Applied Behavioral Science (June 1999), pp. 245\u2013259; G. A. Predictors: An O*Net Application,\u201d Personnel Psychology (Summer 2003), Neuman, S. H. Wagner, and N. D. Christiansen, \u201cThe Relationship p. 465; and F. L. Schmidt, K. Pearlman, J. E. Hunter, and H. R. Hirsh, Between Work Team Personality Composition and the Job \u201cForty Questions About Validity Generalization and Meta-Analysis,\u201d Performance of Teams,\u201d Group & Organization Management (March Personnel Psychology, Vol. 38, No. 4 (Winter 1985), pp. 697\u2013822. 1999), pp. 28\u201345; and V. U. Druskat and S. B. Wolff, \u201cEffects and Tim- 49. M. T. Brannick, \u201cImplications of Empirical Bayes Meta-Analysis for ing of Developmental Peer Appraisals in Self-Managing Work Test Validation,\u201d Journal of Applied Psychology (June 2001), p. 468. Groups,\u201d Journal of Applied Psychology (February 1999), pp. 58\u201374. 50. See, for instance, I. F. H. Wong and L. Phooi-Ching, \u201cChinese Cultural Values and Performance at Job Interviews: A Singapore Perspective,\u201d 38. M. Frase-Blunt, \u201cPeering Into an Interview\u201d HR Magazine (December Business Communication Quarterly (March 2000), pp. 9\u201322. 2001), pp. 71\u201377. 51. Grant Thornton, International, \u201cFour in ten businesses worldwide have no women in senior management\u201d at http:\/\/www. gti.org\/Press- 39. See C. Hymowitz, \u201cIn the Lead: How to Avoid Hiring the Prima Donnas room\/Press-archive\/2007\/women-in-management. asp accessed Who Hate Teamwork,\u201d Wall Street Journal (February 15, 2000), p. B-1. February 1, 2009. 52. M. A. O\u2019Neil, \u201cHow to Implement Relationship Management Strate- 40. There are several methods of determining reliability. These include gies,\u201d Supervision ( July 2000), p. 3. equivalent form, test-retest method, and internal consistency forms of 53. A. Kristof-Brown, M. R. Barrick, and M. Franke, \u201cApplicant reliability. Their discussion, however, goes well beyond the scope of Impression Management: Dispositional Influences and Consequences this text. \u201cReliability vs. Validity: When a Company Overstresses the for Recruiter Perceptions of Fit and Similarity,\u201d Journal of Management Former, the Opportunity to Exploit Design to Create Something New ( January 2002), pp. 27\u201346. and Better Can Easily Be Missed,\u201d Business Week Online (September 54. See, for example, K. J. Dunham, \u201cCareer Journal: The Jungle,\u201d Wall 2005), p. 1. Street Journal (May 21, 2002), p. B-10. 55. P. L. Lail and K. D. Kale, \u201cPost-Offer Medical Exam Was Premature,\u201d 41. See, for example, R. E. Riggio, Introduction to Industrial\/Organizational HR Magazine ( June 2005), p. 163. Psychology, 4th ed. (Upper Saddle River, NJ: Prentice Hall, 2003). Chapter 8 42. For an interesting perspective on the use of construct validity, see J. Socializing, Orienting, and Developing Employees M. Hunthausen, D. M. Truxillo, T. N. Bauer, and L. B. Hammer, \u201cA Field Study Frame of Reference Effects on Personality Test Validity,\u201d 1. L. G. Klaff, \u201cNew Emphasis on First Impressions,\u201d Journal of Applied Psychology (June 2003), pp. 545\u2013552; C. C. Hoffman, www.workforce.com accessed June 15, 2009. L. M. Holden, and K. Gale, \u201cSo Many Jobs, So Little \u2018N\u2019: Applying Expanded Validation Models to Support Generalization of Cognitive 2. L. Hipp, \u201cCorporate training becomes a game to some,\u201d http:\/\/austin- Test Validity,\u201d Personnel Psychology (Winter 2000), p. 955; and L. Van bizjournals.com accessed June 15, 2009. Dyne and J. A. LePine, \u201cHelping and Voice Extra-Role Behaviors: Evidence of Construct and Predictive Validity,\u201d Academy of Management 3. L. G. Klaff, \u201cNew Emphasis on First Impressions,\u201d Journal (February 1998), pp. 108\u2013119. www.workforce.com accessed June 15, 2009. 43. A limitation of concurrent validity is the possibility of restricting the 4. \u201cFedEx Gets to the Heart of Turnover,\u201d Work and Family (May 2002), p. 4. range of scores in testing current employees. This occurs because cur- 5. For a thorough review of this topic, see C. M. Riordan, E. W. Weath- rent employees may have been in the upper range of applicants. Those not hired were undesirable for some reason. Therefore, these scores erly, R. J. Vandenberg, and R. M. Self, \u201cThe Effects of Pre-Entry Experi- theoretically should represent only the top portion of previous appli- ences and Socialization Tactics on Newcomer Attitudes and cant scores. W. Arthur, E. A. Day, T. L. Mcnelly, and P. S. Edens, \u201cA Turnover,\u201d Journal of Managerial Issues (Summer 2001), pp. 159\u2013173. Meta-Analysis of the Criterion-Related Validity of Assessment Center 6. See, for example, S. L. Robinson and E. Wolfe, \u201cThe Development of Dimensions,\u201d Personnel Psychology (Spring 2003), pp. 125\u2013154. Psychological Contract Breech Violation: A Longitudinal Study,\u201d Journal of Organizational Behavior (August 2000), pp. 525\u2013546. 44. A specific correlation coefficient for validation purposes is nearly 7. J. Van Maanen and E. H. Schein, \u201cCareer Development,\u201d in J. R. Hack- impossible to pinpoint. Many variables will enter into the picture, such man and J. L. Suttle (eds.), Improving Life at Work (Santa Monica, CA: as the sample size, the power of the test, and what is measured. How- Goodyear, 1977), pp. 58\u201362. See also J. P. Wanous, A. E. Reichers, and ever, for EEO purposes, correlation coefficients must indicate a situa- S. D. Malik, \u201cOrganizational Socialization and Group Development,\u201d tion where the results are predictive of performance greater than one Academy of Management Review, Vol. 9 (1992), pp. 670\u2013683. where chance alone dictated the outcomes. 8. D. C. Feldman, \u201cThe Multiple Socialization of Organization Members,\u201d Academy of Management Review (April 1981), p. 310. 45. Cut scores are determined through sets of mathematical formulas\u2014 9. For a thorough discussion of these issues, see J. A. Chatman, \u201cMatch- namely, a regression analysis and the equation of a line. We refer you ing People and Organizations: Selection and Socialization in Public to any good introductory statistics text for a reminder of how these Accounting Firms,\u201d Administrative Science Quarterly (September 1991), formulas operate. pp. 459\u2013485. 10. For example, see G. Blau, \u201cEarly-Career Job Factors Influencing the 46. F. L. Schmidt and J. E. Hunter, \u201cDeveloping a General Solution to the Professional Commitment of Medical Technologies,\u201d Academy of Problem of Validity Generalization,\u201d Journal of Applied Psychology, Vol. 62, Management Journal (December 1999), pp. 687\u2013699; and C. R. No. 5 (October 1977), pp. 529\u2013539. 47. See, for instance, C. O. and D. A. Harrison, \u201cMeta-Analysis, Level of Analysis, and Best Estimates of Population Correlations: Cautions for Interpreting Meta-Analytic Results in Organizational Behavior,\u201d Jour- nal of Applied Psychology (April 1999), pp. 260\u2013270; C. C. Hoffman, \u201cGeneralizing Physical Ability Test Validity: A Case Study Using Test Transportability, Validity Generalization, and Construct-Related Vali- dation Evidence,\u201d Personnel Psychology (Winter 1999), pp. 1019\u20131041;","Endnotes 377 Wanberg, \u201cUnwrapping the Organizational Entry Process: Disentan- (March 2002), pp. 314\u2013318; and \u201cGoal Seekers,\u201d Training Magazine gling Multiple Antecedents and Their Pathways to Adjustment,\u201d (September 7, 2005), p. 12. Journal of Applied Psychology (October 2003), pp. 779\u2013794. 30. \u201cYou Don\u2019t Always Get What You Pay For,\u201d Training and Development 11. S. Sullivan, \u201cThe Future of Work,\u201d Business Week Online (August, 10 (June 2003), p. 6; and T. Galvin, \u201cThe 2002 Training Top 100,\u201d Train- 2007), p 15. ing (March 2002), pp. 20\u201329. 12. See T. J. Fogarty, \u201cSocialization and Organizational Outcomes in 31. R. Langlois, \u201cFairmont Hotels: Business Strategy Starts with Large Public Accounting Firms,\u201d Journal of Managerial Issues (Spring People,\u201d Canadian HR Reporter (November 5, 2001), p. 19; and \u201cLine 2000), pp. 13\u201333. See also T. Y. Kim, D. M. Cable, and S. P. Kim, Manager Skills Top List of Learning Needs,\u201d Personnel Today \u201cSocialization Tactics, Employee Proactivity, and Person-Organiza- (May 24, 2005), p. 46. tion Fit,\u201d Journal of Applied Psychology (March 2005), pp. 232\u2013241. 32. See K. Ellis, \u201cTop Training Strategies: New Twists on Familiar Ideas,\u201d 13. See, for instance, T. G. Reio Jr., and A.Wiswell, \u201cField Investigations of Training (August 2003), pp. 30\u201336. the Relationship Among Adult Curiosity, Workplace Learning, and Job 33. See, for instance, \u201c6 Ways to Transform Your \u2018See-Level\u2019 Employees Performance,\u201d Human Resource Development Quarterly (Spring 2000), p. 5. Into Leaders,\u201d Human Resource Department Management Report 14. M. Messmer, \u201cOrientation Programs Can Be Key to Employee Reten- (September 2003), p. 5. tion,\u201d Strategic Finance (February 2000), pp. 12\u201314; and H. J. Klein and 34. B. Pfau and I. Kay, \u201cHR: Playing the Training Game and Losing,\u201d HR N. A.Weaver, \u201cThe Effectiveness of an Organizational-Level Orienta- Magazine (August 2002), pp. 49\u201353. tion Training Program in the Socialization of New Hires,\u201d Personnel 35. See D. Forman, \u201cEleven Common-Sense Learning Principles: Lessons Psychology (Spring 2000), pp. 47\u201360. from Experience, Sages, and Each Other,\u201d Training and Development 15. C. Garvey, \u201cThe Whirlwind of a New Job,\u201d HR Magazine (June 2001), (September 2003), pp. 39\u201347. pp. 110\u2013117; and C. A. Hacker, \u201cNew Employee Orientation: Make It 36. K. Ellis, \u201cMaking Waves: With a Leadership Crisis on the Horizon, Pay Dividends for Years to Come,\u201d Information Systems Management Organizations Are Looking Within to Build Talent Pools of Their (Winter 2004), pp. 89\u201392. Own,\u201d Training (June 2003), pp. 16\u201322; and \u201cThe Changing Face of 16. See, for example, R. L. Robbins, \u201cOrientation: Necessity or Talent Management,\u201d HR Focus (May 2003), p. 1. Nightmare?\u201d Supervision (October 2002), pp. 8\u201310. 37. E. York, M. Creamer, M. Bush, W. Hupp and J. Lemonnier, \u201cNews 17. \u201cAmerican Family Insurance Takes Employee Orientation Online,\u201d outlets fixate on Starbucks\u2019 no-joe play,\u201d Advertising Age (March 3, Human Resource Department Management Report (February 2002), p. 9. 2008) p. 1. See also C. W. Autry and A. R. Wheeler, \u201cPost-Hire Human Resource 38. G. Kranz, \u201cHas Starbucks\u2019 Training Brewed Heightened Management Practices and Person-Organization Fit: A Study of Blue- Expectations?\u201d Workforce Management Online, (March 2008). Collar Employees,\u201d Journal of Managerial Issues (Spring 2005), pp. 58\u201377. 39. H. Dolezalek, \u201cPretending to Learn: Training Professionals Are Using 18. L. Mallak, \u201cUnderstanding and Changing Your Organization\u2019s Games and Simulations in Complex Ways to Help Employees Culture,\u201d Industrial Management (March\/April 2001), pp. 18\u201324. Understand Business Concepts and Uncover Millions in Cost 19. W. W. Jones and N. Macris, \u201cWhere Am I and Where Do I Go from Savings,\u201d Training (July\u2013August 2003), pp. 20\u201326. Here?\u201d Planning ( June 2000), pp. 18\u201321. 40. N. H. Woodward, \u201cMake the Most of Team Building,\u201d HR Magazine 20. See S. P. Robbins, Business Today: The New World of Business (New York: (September, 2006), p. 72\u201376. Harcourt, 2001), pp. 317\u2013318. 41. Adventure Associates at www.adventureassoc.com. (August 19, 2008). 21. M. Boyle, \u201cJust Right,\u201d Fortune ( June 10, 2002), pp. 207\u2013208; and T. 42. ASTD 2006 State of the Industry Report, American Society for Training Davis and M. Landa, \u201cThe Story of Mary? How \u2018Organization Culture\u2019 and Development (2006) pp 4-5. Can Erode Bottom-Line Profitability,\u201d Canadian Manager (Winter 43. S. Hicks, \u201cWhat Is Organization Development?\u201d Training and Develop- 2000), pp. 14\u201317. ment (August 2000), p. 65. 22. See, for example, S. Hicks, \u201cSuccessful Orientation Programs,\u201d Train- 44. R. Morgan, \u201cEmployers Must Prepare Staff for Change in Uncertain ing and Development (April 2000), pp. 59\u201360. Times,\u201d HR Briefing (May 15, 2003), pp. 2\u20134. 23. C. Garvey, \u201cThe Whirlwind of a New Job,\u201d p. 117. 45. The idea for these metaphors came from P. Vaill, Managing as a 24. P. Harris, \u201cOutsourced Learning: A New Market Emerges: The Lure of Performing Art: New Ideas for a World of Chaotic Change (San Francisco: Cost-Savings and Other Incentives Are Prompting More Organizations Jossey-Bass, 1989). to Outsource Their Entire Learning Function, or Large Portions of It. 46. K. Lewin, Field Theory in Social Science (New York: Harper & Row, 1951). But Trainers Shouldn\u2019t Feel Threatened, Say Insiders, They Figure 47. R. E. Levasseur, \u201cPeople Skills: Change Management Tools\u2014Lewin\u2019s That Within 10 Years, Half of Them Will Be Working for Outsourcing Change Model,\u201d Interfaces (August 2001), pp. 71\u201374. Partners,\u201d Training and Development (September 2003), pp. 30\u201339. 48. See, for instance, C. R. Leana and B. Barry, \u201cStability and Change as 25. S. F. Del Brocco and R. W. Sprague, \u201cGetting Your Supervisors and Simultaneous Experiences in Organizational Life,\u201d Academy of Manage- Managers in the Right Team,\u201d Employment Relations Today (Autumn ment Review (October 2000), pp. 753\u2013759. 2000), pp. 13\u201327; and D. L. Barrette, \u201cWhat\u2019s New,\u201d HR Magazine 49. A. Mudio, \u201cGM Has a New Model for Change,\u201d Fast Company (Decem- (November 2000), pp. 185\u2013188. ber 2000), pp. 62\u201364. 26. \u201cVirtual HR,\u201d Business Europe (March 8, 2000), p. 1; \u201cThe Payoffs of 50. A. E. Christopher and G. F. Worley, \u201cReflections on the Future of Self-Service HR Are Significant,\u201d HR Focus (January 2001), p. 10; and Organization Development\u201d Journal of Applied Behavioral Science D. L. Prucino and C. M. Rice, \u201cPoint-and-Click Personnel Policies: (March 2003), pp. 97\u2013115; H. Hornstein, \u201cOrganizational Develop- State Laws May Affect Electronic Employee Handbooks,\u201d Employment ment and Change Management: Don\u2019t Throw the Baby Out with Relations Today (Autumn 2000), p. 111. the Bath Water,\u201d Journal of Applied Behavioral Science (June 2001), pp. 27. See, for instance, E. G. Tripp, \u201cAging Aircraft and Coming 223\u2013227; and S. \u201cWhat Is Organization Development?\u201d Training and Regulations, Political and Media Pressures Have Encouraged the FAA Development (August 2000), p. 65. to Expand Its Pursuit of Real and Perceived Problems of Older 51. M. J. Austin, \u201cIntroducing Organizational Development (OD) Aircraft and their Systems. Operators Will Pay,\u201d Business and Commer- Practices into a Country Human Service Agency,\u201d Administration in cial Aviation (March 2001), pp. 68\u201375. Social Work (Winter 2001), p. 63. 28. \u201cAre Your Training Programs Legal Time Bombs,\u201d HR Focus ( July 52. See, for instance, H. B. Jones, \u201cMagic, Meaning, and Leadership: 2000), pp. 6\u20137. Weber\u2019s Model and the Empirical Literature,\u201d Human Relations (June 29. C. S. Duncan, J. D. Selby-Lucas, and W. Swart, \u201cLinking 2001), p. 753. Organizational Goals and Objectives to Employee Performance: A 53. G. Akin and I. Palmer, \u201cPutting Metaphors to Work for a Change in Quantitative Perspective,\u201d Journal of American Academy of Business Organizations,\u201d Organizational Dynamics (Winter 2000), pp. 67\u201379.","378 Endnotes 54. J. Grieves, \u201cSkills, Values or Impression Management? Organizational 68. L. Lavelle, \u201cFor UPS Managers, a School of Hard Knocks,\u201d Business Change and the Social Processes of Leadership, Change Agent Practice, Week ( July 22, 2002), pp. 58\u201359; UPS, \u201cCommunity Internship and Process Consultation,\u201d Journal of Management Development (May Program\u201d (2005), available online at http:\/\/www.community. 2000), p. 407. ups.com\/diversity\/workplace\/intern.html. 55. M. McMaster, \u201cTeam Building Tips,\u201d Sales and Marketing Management 69. UPS Pressroom, UPS Community Internship Program (CIP) Fact ( January 2002), p. 140; and \u201cHow To: Executive Team Building,\u201d Sheet. www.ups.com (August 19, 2008). Training and Development ( January 2002), p. 16. Chapter 9 56. B. Raabe and T. A. Beehr, \u201cFormal Mentoring Versus Supervisor and Managing Careers Co-Worker Relationships: Differences in Perceptions and Impact,\u201d Journal of Organizational Behavior (May 2003), pp. 271\u2013294. 1. Vignette compiled from J. Hempel, \u201cIn the Land of Women,\u201d Fortune, (February 4, 2008), pp. 68\u201370; \u201cThe Principal Financial Group Named 57. Initial work on the learning organization is credited to P. M. Senge, 2007 \u2018Best\u2019 Employer for Working Moms,\u201d Business Wire, (October 9, The Fifth Discipline: The Art and Practice (New York: Doubleday, 1990); C 2007); \u201cThe Principal Financial Group Earns Nod from Working Kontoghiorghes, S. M. Awbre, and P. L. Feurig, \u201cExamining the Rela- Mother for the Seventh Year,\u201d Business Wire (September 23, 2008); A. tionship Between Learning Organization Characteristics and Change Fisher, \u201cBest Companies for Employees Over 50,\u201d http:money.cnn\/ Adaptation, Innovation, and Organizational Performance,\u201d Human 2005\/05\/05\/news\/economy, accessed June 16, 2009. Principal Finan- Resource Development Quarterly (Summer 2005), pp. 185\u2013212; and P. cial Group at www.principal.com. Tosey, \u201cThe Hunting of the Learning Organization: A Paradoxical Journey,\u201d Management Learning (September 2005), pp. 335\u2013353. 2. D. C. Feldman and C. R. Leana, \u201cWhat Ever Happened to Laid-Off Executives?: A Study of Re-employment Challenges After 58. \u201cOr Do You?\u201d Training and Development ( June 2003), p. 6. Downsizing,\u201d Organizational Dynamics (Summer 2000), pp. 64\u201375. 59. G. Ruiz, \u201cCheesecake Factory Cooks Up a Rigorous Employee Train- 3. K. Heim, \u201cWith Layoffs Up and Stock Prices Down at High-Tech ing Program,\u201d Workforce Management, (April 24, 2006) p. 1, 22\u201329. Firms, Unions Step Up Their Quest for Power in the New Economy,\u201d 60. \u201cHow to Measure \u2018Softer\u2019 Results,\u201d HR Focus (April 2001), pp. 5\u20137; and San Jose Mercury News (December 28, 2000), p. A-1. A. Putra, \u201cEvaluating Training Programs: An Exploratory Study of 4. See \u201cCareer Development Ranks Among the Most Demanded Transfer of Learning Onto the Job at Hotel A and Hotel B, Sydney, Content Areas Across Industries Worldwide,\u201d Training and Development Australia,\u201d Journal of Hospitality and Tourism Management (April 2004), (September 2003), p. 18. See also P. Kaihla, \u201cHow to Land Your Dream pp. 77\u201387. Job,\u201d Business 2.0 (November 2004), pp. 103\u2013108. 61. See, for example, D. L. Gay and T. J. LaBonte, \u201cDemystifying Performance: Getting Started: This Conclusion to Article 1 (May) 5. D. T. Hall, Careers in Organizations (Santa Monica, CA: Goodyear Pub- Spells Out How to Build Confidence and Credibility,\u201d Training and lishing, 1976); and J. Van Maanen and E. H. Schein, \u201cCareer Develop- Development ( July 2003), pp. 40\u2013451; and R. E. Catalano and D. L. ment,\u201d in J. R. Hackman and J. L. Suttle (eds.), Improving Life at Work: Kirkpatrick, \u201cEvaluating Training Programs\u2014The State of the Art,\u201d Behavioral Sciences Approaches to Organizational Change (Santa Monica, Training and Development Journal (May 1968), pp. 2\u20139. See also \u201cWhy a CA: Goodyear Publishing, 1977), pp. 341\u2013355. Stakeholder Approach to Evaluating Training,\u201d Advances in Developing Human Resources, Vol. 7, No. 1 (2005), pp. 121\u2013134. For another perspec- 6. M. Tight, Key Concepts in Adult Education and Training, (Routledge, tive, see D. L. Bradford and W. W. Burke, \u201cIntroduction: Is OD in Cri- 2002), p. 85. sis?\u201d Journal of Applied Behavioral Science (December 2004), pp. 369\u2013373. 62. M. A. Shaffer and D. A. Harrison, \u201cForgotten Partners of 7. See, for instance, R. MacLean, \u201cMy Start-Up, Myself,\u201d Inc. (October 17, International Assignments: Developments and Test of a Model of 2000), pp. 210\u2013211. See also J. Goodman and S. Hansen, \u201cCareer Spouse Adjustment,\u201d Journal of Applied Psychology (April 2001), p. 238. Development and Guidance Programs Across Cultures: The Gap 63. J. Selmer, \u201cThe Preference for Pre-Departure or Post-Arrival Cross-Cul- Between Policies and Practices,\u201d Career Development Quarterly (Septem- tural Training: An Exploratory Approach,\u201d Journal of Managerial Psychol- ber 2005), pp. 57\u201365. ogy (January 2001), p. 50; N. Zakaria, \u201cThe Effects of Cross-Cultural Training on the Acculturation Process of the Global Workforce,\u201d Interna- 8. \u201cCareer Development: Employers Urged to Act to Retain Key Work- tional Journal of Manpower ( June 2000), pp. 492\u2013511; and F. Lievens, E. ers,\u201d Personnel Today ( January 28, 2003), p. 7. See also J. Sturges, N. Van Keer, M. M. Harris, and C. Bisqueret, \u201cPredicting Cross-Cultural Conway, D. Guest, and A. Liefooghe, \u201cManaging the Career Deal: The Training Performance: The Validity of Personality, Cognitive Ability, and Psychological Contract as a Framework for Understanding Career Dimensions Measured by an Assessment Center and a Behavior Descrip- Management, Organizational Commitment, and Work Behavior,\u201d tion Interview,\u201d Journal of Applied Psychology ( June 2003), pp. 76\u201389. Journal of Organizational Behavior (November 2005), p. 821; and R. Van 64. See, for example, D. M. Eschbach, G. E. Parker, and P. A. Stoeberl, Esbroeck, E. L. Herr, and M. L. Savickas, \u201cIntroduction to the Special \u201cAmerican Repatriate Employees\u2019 Retrospective Assessments of the Issue: Global Perspectives on Vocational Guidance,\u201d Career Effects of Cross-Cultural Training on the Adaptation to International Development Quarterly (September 2005), pp. 8\u201311. Assignments,\u201d International Journal of Human Resource Management (March 2001), p. 270. See also S. Taylor and N. K. Napier, \u201cAn Ameri- 9. G. Ruiz, \u201cKeeping Young Talent Won\u2019t Be Easy,\u201d Workforce can Woman in Turkey: Adventures Unexpected and Knowledge Management (October 22, 2007), p. 14. Unplanned,\u201d Human Resource Management (Winter 2001), pp. 347\u2013365; and R. C. May, S. M. Puffer, and D. J. McCarthy, \u201cTransferring Manage- 10. J. Hempel, \u201cIn the Land of Women,\u201d Fortune, (February 4, 2008), p. 69. ment Knowledge to Russia: A Culturally Based Approach,\u201d Journal of 11. Van Maanen and Schein, p. 343. Management Executive (May 2005), pp. 24\u201335. 12. Ibid.; D. T. Hall, Careers in Organizations (Santa Monica, CA: Goodyear 65. See, for instance, A.Yan, G. Zhu, and D. T. Hall, \u201cInternational Assign- ments for Career Building: A Model of Agency Relationships and Psy- Publishing, 1976); and M. London and S. A. Stumpf, Managing Careers chological Contracts,\u201d Academy of Management Review ( July 2002), (Reading, MA: Addison Wesley, 1982). pp. 373\u2013392; and D. Beadles, \u201cAn American Expat View,\u201d Training and 13. J. Greenhaus, Career Management, (Dryden Press, 2000), p. 6. Development ( July 2001), p. 76. 14. B. Morris, \u201cSo You\u2019re a Player: Do You Need a Coach?\u201d Fortune (Febru- 66. K. Kingsbury, \u201cThe 2008 Time 100,\u201d Time Magazine (April 25, 2008). ary 21, 2000), pp. 144\u2013154. p. 14. 15. J. J. Sosik and V. M. Godshalk, \u201cLeadership Styles, Mentoring 67. D. Heath and C. Heath, \u201cThe Heroic Checklist,\u201d Fast Company (March Functions Received, and Job-Related Stress: A Conceptual Model and 2008) p. 66\u201368. Preliminary Study,\u201d Journal of Organizational Behavior ( June 2000), p. 365; and K. Tyler, \u201cFind Your Mentor,\u201d HR Magazine (March 2004), pp. 89\u201393. 16. B. R. Ragins, J. L. Cotton, and J. S. Miller, \u201cMarginal Mentoring: The Effects of Type of Mentor, Quality of Relationship, and Program","Endnotes 379 Design on Work and Career Attitudes,\u201d Academy of Management Journal 36. For an interesting discussion of Schein anchors, see E. H. Schein, (December 2000), pp. 1177\u20131194. \u201cCareer Anchors Revisited: Implications for Career Development in 17. See A. C. Poe, \u201cEstablish Positive Mentor Relationships,\u201d HR Magazine the 21st Century,\u201d Academy of Management Journal, Vol. 10, No. 1 (February 2002), pp. 62\u201369; and H. Van Emmerik, S. G. Baugh, and M. ( January 1996), pp. 80\u201388; and D. C. Feldman and M. C. Bolino, C. Euwena, \u201cWho Wants to Be a Mentor? An Examination of Attitudi- \u201cCareer Patterns of the Self-Employed: Career Motivations and Career nal, Instrumental, and Social Motivation Components,\u201d Career Devel- Outcomes,\u201d Journal of Small Business Management (July 2000), pp. 53\u201367. opment International, Vol. 10, No. 4 (2005), pp. 310\u2013326. 18. C. Daniels, \u201cWomen vs. Wal-Mart,\u201d Fortune ( July 7, 2003). Article 37. See, for example, J. Michael, \u201cUsing the Myers-Briggs Type Indicator available online. as a Tool for Leadership Development? Apply with Caution,\u201d Journal of 19. See, for example, J. J. Columbo and W. B. Werther Jr., \u201cStrategic Career Leadership and Organizational Studies,\u201d (Summer 2003), pp. 68\u201382; R. Coaching for an Uncertain World,\u201d Business Horizons ( July\u2013August Badham, V. Morrigan, W. Rifkin, and M. Zanko, \u201cThe Use of Personal- 2003), pp. 33\u201339; and S. Overman, \u201cMentors Without Borders,\u201d HR ity Typing in Organizational Change, Discourse, Emotions, and the Magazine (March 2004), pp. 83\u201386. Reflective Subject,\u201d Human Relations (February 2003), pp. 211\u2013235; 20. T. D. Allen and L. T. Eby, \u201cRelationship Effectiveness for Mentors: and D. P. Shuit, \u201cAt 60, Myers-Briggs Is Still Sorting Out and Identify- Factors Associated with Learning and Quality,\u201d Journal of Management ing People\u2019s Types; Demand for the Venerable Personality Test ( July\u2013August 2003), pp. 469\u2013487. Remains Strong, Even Though the World Has Changed,\u201d Workforce 21. T. D. Allen and L. M. Finkelstein, \u201cBeyond Mentoring: Alternative Management (December 2003), pp. 72\u201373. Sources and Functions of Development Support,\u201d Career Development Quarterly ( June 2003), pp. 346\u2013356; and L. M. Finkelstein, T. D. Allen, 38. Consulting Psychologists Press, Myers-Briggs Type Indicator\u00ae and L. A. Rhoton, \u201cAn Examination of the Role of Age in Mentoring (MBTI\u00ae), wwwl.cpp.com\/products\/mbti\/index.asp (2000); R. B. Relationships,\u201d Group and Organization Management ( June 2003), Kennedy and D. A. Kennedy, \u201cUsing the Myers-Briggs Type Indicator\u00ae pp. 249\u2013281. in Career Counseling,\u201d Journal of Employment Counseling (March 2004), 22. B. Raabe and R. A. Beehr, \u201cFormal Mentoring Versus Supervisory and pp. 38\u201344; and J. Sample, \u201cThe Myers-Briggs Type Indicator and OD: Coworker Relationships: Differences in Perceptions and Impact,\u201d Jour- Implications for Practice From Research,\u201d Organization Development nal of Organizational Behavior (May 2003), pp. 271\u2013294. Journal (Spring 2004), pp. 67\u201375. 23. C. M. Solomon, \u201cCracks in the Glass Ceiling,\u201d Workforce (September 2000), p. 86. 39. P. Moran, \u201cPersonality Characteristics and Growth-Orientation of the 24. J. A. Segal, \u201cMirror-Image Mentoring,\u201d HR Magazine (March 2000), pp. Small Business Owner Manager,\u201d Journal of Managerial Psychology ( July 157\u2013165. For another view on this topic, see T. Allen, M. L. Poteet, and 2000), p. 651; and M. Higgs, \u201cIs There a Relationship Between the J. E. A. Russell, \u201cProtege Selection by Mentors: What Makes the Differ- Myers-Briggs Type Indicator and Emotional Intelligence?\u201d Journal of ence?\u201d Journal of Organizational Behavior (May 2000), pp. 271\u2013282. Managerial Psychology (September\u2013October, 2001), pp. 488\u2013513. 25. J. A. Segal, p. 158. 26. See M. C. Higgins, L. Trotter, S. L. Ablon, S. Pearson, and M. Mohan, 40. P. B. Robinson, D. V. Simpson, J. C. Huefner, and H. K. Hunt, \u201cAn \u201cWhat Should C. J. Do?\u201d Harvard Business Review (November\u2013Decem- Attitude Approach to the Prediction of Entrepreneurship,\u201d Entrepre- ber 2000), pp. 43\u201352; J. Hutchins, \u201cGetting to Know You,\u201d Workforce neurship Theory and Practice (Summer 1991), pp. 13\u201331. (November 2000), pp. 44\u201348; R. Sharpe, \u201cAs Leaders, Women Rule,\u201d Business Week (November 20, 2000), pp. 74\u201384; C. Benabou and R. Ben- 41. B. M. Davis, \u201cRole of Venture Capital in the Economic Renaissance of abou, \u201cEstablishing a Formal Mentoring Program for Organizational an Area,\u201d in R. D. Hisrich (ed.), Entrepreneurship, Intrapreneurship, and Success,\u201d National Productivity Review (Autumn 2000), pp. 1\u20138; and D. Venture Capital (Lexington, MA: Lexington Books, 1986), pp. 107\u2013118. Zeilinski, \u201cMentoring Up,\u201d Training (October 2000), pp. 136\u2013140. 27. For an interesting perspective on this matter, see S. J. Armstrong, C. 42. J. M. Crant, \u201cThe Proactive Personality Scale as a Predictor of Entre- W. Allinson, and J. Hayes, \u201cFormal Mentoring Systems: An Examina- preneurial Intentions,\u201d Journal of Small Business Management (July tion of the Effects of Mentor\/Protege Cognitive Styles on the Mentor- 1996), pp. 42\u201349; J. D. Kammeyer-Mueller and C. R. Wanberg, ing Process,\u201d Journal of Management Studies (December 2002), \u201cUnwrapping the Organizational Entry Process: Disentangling Multi- pp. 1111\u20131127. ple Antecedents and Their Pathways to Adjustment,\u201d Journal of Applied 28. See, for example, D. E. Super, The Psychology of Careers (New York: Psychology (October 2003), pp. 779\u2013794; J. A. Thompson, \u201cProactive Harper & Row, 1957); E. Schein, Career Dynamics: Matching Individual Personality and Job Performance: A Social Capital Perspective,\u201d Jour- and Organizational Needs (Reading, MA: Addison Wesley, 1978); and D. nal of Applied Psychology (September 2005), pp. 1011\u20131017; and D. G. J. Levinson, C. N. Darrow, E. B. Klein, M. H. Levinson, and B. McKee, Allen, K. P. Weeks, and K. R. Moffitt, \u201cTurnover Intentions and Volun- A Man\u2019s Life (New York: Knopf, 1978). Also see C. P. Chen, \u201cIntegrating tary Turnover: The Moderating Roles of Self-Monitoring, Locus of Perspectives in Career Development Theory and Practice,\u201d Career Control, Proactive Personality, and Risk Aversion,\u201d Journal of Applied Development Quarterly (March 2003), pp. 203\u2013217. Psychology (September 2005), pp. 980\u2013990. 29. See M. Messmer, \u201cMoving Beyond a Career Plateau,\u201d National Public Accountant (September 2000), pp. 20\u201321; and J. Blenkinsopp and K. 43. S. J. Henderson, \u201cFollow Your Bliss: A Process for Career Happiness,\u201d Zdunczyk, \u201cMaking Sense of Mistakes in Managerial Careers,\u201d Career Journal of Counseling and Development (Summer 2000), pp. 305\u2013315; S. Development International, Vol. 10, No. 5 (2005), pp. 356\u2013359. Bing, \u201cHow to Succeed in Business,\u201d Fortune (May 1, 2000), p. 81; J. S. 30. S. Miller, \u201cBenefits and Perks Keep Older Workers Working,\u201d SHRM Lublin, \u201cCover Letters Get You in the Door, So Be Sure Not to Dash Online (April 2008). Them Off,\u201d Wall Street Journal (April 6, 2004), p. B-1; and J. Kador and 31. R. J. Grossman, \u201cKeep Pace with Older Workers,\u201d HR Magazine (May B. Caulfield, \u201cA Resume That Shows Them the Super-You,\u201d Business 2008) pp. 39\u201340. 2.0 (April 2004), p. 134. 32. Bureau of Labor Statistics at www.bls.gov. 33. C. Dannen, \u201cWhat are the best jobs of 2008?\u201d FastCompany (February 44. See also M. Ligos, \u201cTurning Down a Transfer Can Freeze a Career,\u201d 22, 2008). New York Times (September 28, 2003), p. B-8. 34. D. E. Super, \u201cA Life-Span Life Space Approach to Career Development,\u201d Journal of Vocational Behavior, Vol. 16 (Spring 1980), pp. 282\u2013298. 45. Case based on B. Dalbey, \u201cJob Changes after 40 Don\u2019t Have to Be Fright- 35. J. Holland, Making Vocational Choices, 2nd ed. (Englewood Cliffs, NJ: ening,\u201d Business Record (Des Moines), September 19, 2005, pp. 24\u201325. Prentice Hall, 1986). 46. I. R. Schwartz, \u201cSelf-Assessment and Career Planning: Matching Individ- uals and Organizational Goals,\u201d Personnel ( January-February 1979), p. 48. Chapter 10 Establishing the Performance Management System 1. \u201cIt\u2019s All Happening at the Zoo,\u201d Halogen Software at http:\/\/www.halogensoftware.com\/customers\/case-studies\/services- manufacturing\/study_sandiegozoo.php, accessed March 30, 2009.","380 Endnotes 2. T. Henneman, \u201cEmployee Performance Management: What\u2019s Gnu at Anchored Rating Scales: Global or Scale Specific,\u201d Journal of Applied the Zoo,\u201d Workforce Management Online (September 2006). Psychology (April 1989), pp. 343\u2013346; and M. J. Piotrowski, J. L. Barnes-Farrell, and F. H. Esris, \u201cBehaviorally Anchored Bias: A 3. K. J. Hatten and S. R. Rosenthal, \u201cWhy and How To Systemize Perfor- Replication and Extension of Murphy and Constans,\u201d Journal of mance Measurement,\u201d Journal of Organizational Excellence (Autumn Applied Psychology (October 1988), pp. 827\u2013828. 2001), pp. 59\u201374. 22. A. Tziner, C. Joanis, and K. R. Murphy, \u201cA Comparison of Three Methods of Performance Appraisal with Regard to Goal Properties, 4. H. Levinson, \u201cManagement by Whose Objectives?\u201d Harvard Business Goal Perception, and Ratee Satisfaction,\u201d Group and Organization Review (January 2003), pp. 107\u2013110; and M. D. Cannon and R. Wither- Management ( June 2000), pp. 175\u2013190; and R. B. Kaiser, and R. E. spoon, \u201cActionable Feedback: Unlocking the Power of Learning Kaplan, \u201cOverlooking Overkill? Beyond the 1-to-5 Rating Scale,\u201d and Performance,\u201d Academy of Management Executive (May 2005), Human Resource Planning, Vol. 28, No. 3 (2005), pp. 7\u201311. pp. 120\u2013134. 23. C. A. Olson and G. M. Davis, \u201cPros and Cons of Forced Ranking and Other Relative Performance-ranking Systems,\u201d Society of Human 5. See also \u201cCompanies Appraise to Improve Development,\u201d Personnel Resource Management, (originally published March 2003, reviewed Today (February 25, 2003), p. 51. December 2006) found at http\/\/moss07.shrm. org\/Publications\/LegalReport\/Pages\/CMS_003991.aspx, accessed June 6. C. Joinson, \u201cMaking Sure Employees Measure Up,\u201d HR Magazine 17, 2006. (March 2001), pp. 36\u201341. 24. The concept of management by objectives is generally attributed to Peter F. Drucker, The Practice of Management (New York: Harper & Row, 7. T. Juncaj, \u201cDo Appraisals Work?\u201d Quality Progress (November 2002), 1954). See also J. F. Castellano and H. A. Roehm, \u201cThe Problem with pp. 45\u201350. Managing by Objectives and Results,\u201d Quality Progress (March 2001), pp. 39\u201346; J. Loehr and T. Schwartz, \u201cThe Making of a Corporate Ath- 8. See, for example, M. Brown and J. Benson, \u201cRated to Exhaustion? lete,\u201d Harvard Business Review ( January 2001), pp. 120\u2013128; and A. J. Reaction to Performance Appraisal Process,\u201d Industrial Relations Journal Vogl, \u201cDrucker, of Course,\u201d Across the Board (November\/December (March 2003), pp. 67\u201381; and B. Erdogan, M. L. Kraimer, and R. C. 2000), p. 1. Liden, \u201cProcedural Justice as a Two-Dimensional Construct: An 25. M. Green, J. Garrity, and B. Lyons, \u201cPitney Bowes Calls for New Met- Examination in the Performance Appraisal Context,\u201d Journal of Applied rics,\u201d Strategic Finance (May 2002), pp. 30\u201335. Behavioral Science ( June 2001), pp. 205\u2013223. 26. See, for example, I. M. Jawahar and G. Salegna, \u201cAdapting Performance Appraisal Systems for a Quality Driven Environment,\u201d 9. \u201cSurvey Says,\u201d Training and Development (October 2003), p. 16; and Compensation and Benefits Review (January\u2013February 2003), pp. 64\u201371. \u201cPerformance Management Systems Are Quickly Becoming More 27. See, for example, E. A. Locke, \u201cToward a Theory of Task Motivation and Popular,\u201d HR Focus (August 2003), p. 8. Incentives,\u201d Organizational Behavior and Human Performance (May 1968), pp. 157\u2013189; E. A. Locke, K. N. Shaw, L. M. Saari, and G. P. Latham, 10. H. M. Findley, K. W. Mossholder, and W. F. Giles, \u201cPerformance \u201cGoal Setting and Task Performance: 1969\u20131980,\u201d Psychological Bulletin Appraisal Process and System Facets: Relationships with Contextual ( July 1981) pp. 12\u201352; E. A. Locke and G. P. Latham, A Theory of Goal Set- Performance,\u201d Journal of Applied Psychology (August 2000), pp. ting and Task Performance, (Upper Saddle River, NJ: Prentice Hall, 1990); 634\u2013640. P. Ward and M. Carnes, \u201cEffects of Posting Self-Set Goals on Collegiate Football Players\u2019 Skill Execution During Practice and Games,\u201d Journal of 11. See, for example, S. Wilmer, \u201cThe Dark Side of 360-Degree Feedback,\u201d Applied Behavioral Analysis (Spring 2002), pp. 1\u201312; D. W. Ray, \u201cProduc- Training and Development (September 2002), pp. 37\u201344. tivity and Profitability,\u201d Executive Excellence (October 2001), p. 14; D. Archer, \u201cEvaluating Your Managed System \u2019\u201d CMA Management (January 12. See, for instance, M. S. Taylor, S. S. Masterson, M. K. Renard, and K. B. 2000), pp. 12\u201314; and H. Levinson, \u201cManagement by Whose Tracy, \u201cManagers\u2019 Reactions to Procedurally Just Performance Man- Objectives?\u201d Harvard Business Review (January 2003), p. 107. agement Systems,\u201d Academy of Management Journal (October 1998), pp. 28. L. Weatherly, \u201cManagement by Objectives,\u201d SHRM Research at 568\u2013678. www.shrm.org (May 2004). 29. See, for instance, J. R. Crow, \u201cCrashing with the Nose Up: Building a 13. S. S. K. La, M. S. M. Yik, and J. Schaubroeck, \u201cResponses to Formal Cooperative Work Environment,\u201d Journal for Quality and Participation Performance Appraisal Feedback: The Role of Negative Affectivity,\u201d (Spring 2002), pp. 45\u201350; and E. C. Hollensbe and J. P. Guthrie, Journal of Applied Psychology (February 2002), pp. 192\u2013202. \u201cGroup Pay-for-Performance Plans: The Role of Spontaneous Goal Setting,\u201d Academy of Management Review (October 2000), pp. 864\u2013972. 14. A. DelPo, The Performance Appraisal Handbook, 2nd ed. (Berkeley, CA: 30. See E. McMullen, J. Chrisman, and K. Vesper, \u201cSome Problems in Nolo Publishing, 2007). Using Subjective Measures of Effectiveness to Evaluate Entrepreneur- ial Assistance Programs,\u201d Entrepreneurship Theory and Practice (Fall 15. D. C. Martin, K. M. Bartol, and P. E. Kehoe, \u201cThe Legal Ramifications 2001), pp. 37\u201355. See also K. Tyler, \u201cPerformance Art,\u201d HR Magazine of Performance Appraisal: The Growing Significance,\u201d Public Personnel (August 2005), pp. 58\u201363; and R. F. Martell and D. P. Evans, \u201cSource- Management (Fall 2000), pp. 379\u2013406. Monitoring Training: Toward Reducing Rater Expectancy Effects in Behavioral Measurements,\u201d Journal of Applied Psychology (September 16. Readers might find the following article of interest: J. Park and J. K. S. 2005), pp. 956\u2013963. Chong, \u201cA Comparison of Absolute and Relative Performance 31. For an interesting discussion of leniency errors, see J. S. Kane, H. J. Appraisal Systems,\u201d International Journal of Management (September Bernardin, P. Villanova, and J. Peyrefitte, \u201cStability of Rater Leniency: 2000), pp. 423\u2013429. Three Studies,\u201d Academy of Management Journal, Vol. 38, No. 4 (Novem- ber 1995), pp. 1036\u20131051. 17. For an overview of appraisal methods, see A.Tziner, C. Joanis, and K. 32. \u201cPerformance Appraisal Consistency Is a Rare and Wonderful Thing,\u201d R. Murphy, \u201cA Comparison of Three Methods of Performance Pay for Performance Report (December 2002), p. 8. Appraisal with Regard to Goal Properties, Goal Perception, and Ratee 33. D. Kipnis, K. Price, S. Schmidt, and C. Stitt, \u201cWhy Do I Like Thee: Is It Satisfaction,\u201d Group and Organization Management (June 2000), pp. Your Performance or My Orders?\u201d Journal of Applied Psychology (June 175\u2013191; and G. J. Yun, L. M. Donahue, D. M. Dudley, and L. A. 1981), pp. 324\u2013328. See also P. A. Heslin, D. Vande Walle, and G. P. McFarland, \u201cRater Personality, Rating Format, and Social Context: Implications for Performance Appraisal Ratings,\u201d International Journal of Selection and Assessment (June 2005), p. 97. 18. See R. I. Henderson, Compensation Management in a Knowledge-Based World, 9th ed. (Upper Saddle River, NJ: Prentice Hall, 2003), Ch. 13. 19. A. Tziner and R. Kopelman, \u201cEffects of Rating Format on Goal- Setting: A Field Experiment,\u201d Journal of Applied Psychology (May 1988), p. 323. 20. M. L. Tenopyr, \u201cArtificial Reliability of Forced-Choice Scales,\u201d Journal of Applied Psychology (November 1988), pp. 750\u2013751. 21. See, for example, A. Tziner, C. Joanis, and K. R. Murphy, \u201cA Comparison of Three Methods of Performance Appraisal with Regard to Goal Properties, Goal Perception, and Ratee Satisfaction,\u201d Group and Organization Management ( June 2000), pp. 175\u2013190; K. R. Murphy and V. A. Pardaffy, \u201cBias in Behaviorally","Endnotes 381 Latham, \u201cThe Effect of Implicit Person Theory on Performance 49. S. P. Robbins, Organizational Behavior, 10th ed. (Upper Saddle River, Appraisals,\u201d Journal of Applied Psychology (September 2005), pp. NJ: Prentice Hall, 2004), p. 494. 842\u2013856. 34. Ibid. 50. J. Day, \u201cSimple, Strong Team Ratings,\u201d HR Magazine (September 35. \u201cOnline Objectivity,\u201d Training ( July 2004), p. 18. 2000), pp. 159\u2013161. 36. M. Rafter, \u201cNow Showing on the Small Screen,\u201d Workforce Management Online, (March 2008) 51. W. C. Borman, \u201cThe Rating of Individuals in Organizations: An Alter- 37. An assumption has been made here. That is, these raters have specific native Approach,\u201d Organizational Behavior and Human Performance performance knowledge of the employee. Otherwise, more informa- (August 1974), pp. 105\u2013124. tion may not be more accurate information. For example, if the raters are from various levels in the organization\u2019s hierarchy, these individu- 52. C. P. Neck, G. L. Stewart, C. C. Manz, \u201cThought Self-Leadership as a als may not have an accurate picture of the employee\u2019s performance; Framework for Enhancing the Performance of Performance Apprais- thus, quality of information may decrease. See also C. Fletcher and C. ers,\u201d Journal of Applied Behavior Science (September 1995). Baldry, \u201cA Study of Individual Differences and Self-Awareness in the Context of Multi-Source Feedback,\u201d Journal of Occupational and Organi- 53. See S. J. Reinke, \u201cDoes the Form Really Matter?\u201d Review of Public Per- zational Psychology (September 2000), pp. 303\u2013319. sonnel Administration (March 2003), pp. 23\u201338. 38. See, for example, H. R. Rothstein, \u201cInterrater Reliability of Job Perfor- mance Ratings: Growth to Asymptote Level with Increasing Opportu- 54. See W. R. Boswell and J. W. Boudreau, \u201cEmployee Satisfaction with nity to Observe,\u201d Journal of Applied Psychology (June 1990), pp. 322\u2013327. Performance Appraisals and Appraisers: The Role of Perceived See also M. D. Zalesny, \u201cRater Confidence and Social Influence in Per- Appraisal Use,\u201d Human Resource Development Quarterly (Fall 2000), formance Appraisals,\u201d Journal of Applied Psychology (June 1990), pp. pp. 283\u2013299. 274\u2013289. 39. For an interesting perspective on aspects to avoid when using multi- 55. For an opposing view on the need to adjust performance evaluations ple raters, see A. H. Church, S. G. Rogelberg, and J. Waclawski, \u201cSince based on location, see S. C. Borkowski, \u201cInternational Managerial Per- When Is No News Good News? The Relationship Between formance Evaluations: A Five-Country Comparison,\u201d Journal of Inter- Performance and Response Rates in Multirater Feedback,\u201d Personnel national Business Studies (Fall 1999), pp. 533\u2013545; J. Shen, \u201cEffective Psychology (Summer 2000), pp. 435\u2013451; and E. J. Inderrieden, R. E. International Performance Appraisals: Easily Said, Hard to Do,\u201d Com- Allen, and T. J. Keaveny, \u201cManagerial Discretion in the Use of Self-Rat- pensation and Benefits Review ( July\u2013August 2005), pp. 70\u201379; R. ings in an Appraisal System: The Antecedents and Consequence,\u201d Piekkari, E. Vaara, J. Tienari, and R. Santti, \u201cIntegration or Disintegra- Journal of Managerial Issues (Winter 2004), pp. 460\u2013483. tion? Human Resource Implications of a Common Corporate 40. J. S. Miller, \u201cSelf-Monitoring and Performance Appraisal Satisfaction: Language Decision in a Cross-Border Merger,\u201d International Journal of An Exploratory Field Study,\u201d Human Resource Management (Winter Human Resource Management (March 2005), p. 330; and H. A. Shih, Y. 2001), pp. 321\u2013333. H. Chiang, and I. S. Kim, \u201cExpatriate Performance Management from 41. \u201cFeedback, Feedback Everywhere. . . But How Effective Is the 360- MNEs of Different National Origins,\u201d International Journal of Degree Approach?\u201d Training Strategies for Tomorrow (November\/ Decem- Manpower, Vol. 26, No. 2 (2005), pp. 157\u2013178. ber 2002), pp. 19\u201323. See also B. I. J. M. Van Der Heiden and A. H. J. Nijhof, \u201cThe Value of Subjectivity: Problems and Prospects for 360- 56. Case based on L. Rivenbark, \u201cForced Ranking,\u201d HR Magazine (Novem- Degree Appraisal System,\u201d International Journal of Human Resource Man- ber 2005), p. 131; G. Johnson, \u201cForced Ranking: The Good, the Bad, agement (May 2004), pp. 493\u2013511. and the Alternative,\u201d Training (May 2004), pp. 24\u201330; and D. Sears, \u201cThe 42. J. F. Brett and L. E. Atwater, \u201c360-Degree Feedback: Accuracy, Reactions, Rise and Fall of Rank and Yank,\u201d Information Strategy (Spring 2003), p. 6. and Perceptions of Usefulness,\u201d Journal of Applied Psychology (October The case was also influenced by D. Kiley and D. Jones, \u201cFord Alters 2001), pp. 930\u2013942; and P. Googe, \u201cHow to Link 360-Degree Feedback Worker Evaluation Process,\u201d USA Today (July 11, 2001), p. 1-B; and \u201cThe and Appraisal,\u201d People Management (January 27, 2005), pp. 46\u201347. Changing Employment Picture,\u201d WashingtonPost.com (July 25, 2002), 43. M. Debrayen and S. Brutus, \u201cLearning from Others\u2019 360-Degree Expe- available online at www.washingtonpost.com. riences,\u201d Canadian HR Reporter (February 10, 2003), pp. 18\u201320. See also \u201cPerformance Appraisals,\u201d Business Europe (April 3, 2002), p. 3. Chapter 11 44. M. A. Peiperl, \u201cGetting 360 Feedback Right,\u201d Harvard Business Review Establishing Rewards and Pay Plans (January 2001), pp. 142\u2013147. 45. T. J. Maurer, D. R. D. Mitchell, and F. G. Barbeite, \u201cPredictors of Atti- 1. R. L. Heneman, J. M. Werner, \u201cMerit Pay: Linking Pay to Performance in tudes Toward a 360-Degree Feedback System and Involvement in a Changing World,\u201d (Charlotte, NC: Information Age Publishing, 2005.) Post-Feedback Management Development Activity,\u201d Journal of Occupa- tional and Organizational Psychology (March 2002), pp. 87\u2013107. 2. L. Wolgemuth, \u201cWhy Do You Keep Your Salary Secret?,\u201d U.S. News and 46. A. Evans, \u201cFrom Every Angle,\u201d Training (September 2001), p. 22. World Report at www.usnews.com accessed June 17, 2009. 47. P. Kamen, \u201cThe Way That You Use It: Full Circle Can Build Better Organizations with the Right Approach,\u201d CMA Management (April 3. Supreme Court of the U.S.: Ledbetter v. Goodyear Tire & Rubber Co at 2003), pp. 10\u201313. http:\/\/www.supremecourtus.gov\/opinions\/06pdf\/05-1074.pdf. 48. J. F. Brett and L. E. Atwater, \u201c360-Degree Feedback: Accuracy, Reactions, and Perceptions of Usefulness,\u201d Journal of Applied Psychology 4. See, for example, C. Ginther, \u201cIncentive Programs that Really Work,\u201d (October 2001), p. 930; M. Kennett, \u201cFirst Class Coach,\u201d Management HR Magazine (August, 2000), pp. 117\u2013120; A. Drach-Zahavy, \u201cThe Pro- Today (December 2001), p. 84; and T. A. Beehr, L. Ivanitsjaya, C. P. ficiency Trap: How to Balance Enriched Job Designs and the Team\u2019s Hansen, D. Erofeev, and D. M. Gudanowski, \u201cEvaluation of 360- Need for Support,\u201d Journal of Organizational Behavior (December 2004), Degree Feedback Ratings: Relationships with Each Other and with pp. 980\u2013997. See also D. R. May, R. L. Gilson, and L. M. Harter, \u201cThe Performance and Selection Predictors,\u201d Journal of Organizational Behavior Psychological Conditions of Meaningfulness, Safety, and Availability (November 2001), pp. 775\u2013788. For an opposing view on the benefits and the Engagement of Human Spirit at Work,\u201d Journal of Occupational of 360-degree feedback, see B. Pfau, I. Kay, K. M. Nowack, and J. Ghor- and Organizational Psychology (March 2004), pp. 11\u201337. pade, \u201cDoes 360-Degree Feedback Negatively Affect Company Perfor- mance,\u201d HR Magazine (June 2002), pp. 54\u201360. 5. \u201cDissatisfaction with Salary Review,\u201d Report on Salary Surveys (June 2002), p. 8. 6. F. Hansen, \u201cCompliance Pitfalls Arise in Negotiations on Starting Salaries,\u201d Workforce Management at www.workforce.com accessed June 18, 2009. 7. See, for example, D. W. Organ, \u201cWhat Pay Can and Can\u2019t Do,\u201d Business Horizons (September, 2003), p. 1. 8. M. Marcus, \u201c Starbucks Tips Baristas $100 Million,\u201d Forbes Magazine at www.forbes.com (March 21, 2008). 9. M. Bustillo, \u201c Wal-Mart to Settle 63 Suits Over Wages,\u201d Wall Street Journal, (December 24, 2008), p. B1.","382 Endnotes 10. G. Kranz, \u201cTraining to Short-Circuit Wage Disputes,\u201d Workforce Man- 37. \u201cCompetency-Based Pay Programs: Too Hard to Live With or the agement, at www.workforce.com accessed June 17, 2009. Right Stuff?\u201d Pay for Performance Report (May 2002), p. 6; and R. K. Zingheim and J. R. Schuster, \u201cThe Next Decade for Pay and 11. B. McConnell, \u201cSHRM Members Speak Out About FLSA Changes,\u201d Rewards,\u201d Compensation and Benefits Review (January\u2013February 2005), HR Magazine (October 2003), pp. 135\u2013137. pp. 26\u201332. 12. U.S. Wage and Hour Division, U.S. Department of Labor at 38. K. Ellis, \u201cDeveloping for Dollars,\u201d Training (May 2003), pp. 34\u201339. www.dol.gov\/esa. 39. \u201cIs Broadbanding an Administrative Nightmare Worse than That of 13. D. M. Lawrence, \u201cThe Equal Pay Act: Overview and Update,\u201d Employee Any Grading System?\u201d Pay for Performance Report (August 2002), p. 8. Rights Quarterly (Winter, 2003), pp. 26\u201340. 40. See, for example, N. Katz, \u201cGetting the Most out of Your Team,\u201d Har- 14. National Committee on Pay Equity, \u201cWage Gap Narrows Only vard Business Review (September 2001), p. 22. Slightly,\u201d www.pay-equity.org (August 2, 2008). 41. J. McAdams, \u201cThe Essential Role of Rewarding Teams and 15. C. Banks, \u201cHow to Recognize, Avoid Errors in the Job Evaluation Rat- Teamwork,\u201d Compensation & Benefits Management (Autumn 2000), ing Process,\u201d Canadian HR Reporter (February 24, 2003),pp. 17\u201319; M. J. pp. 15\u201327. Ducharme, P. Singh, and M. Podolsky, \u201cExploring the Links Between 42. \u201cTeam Compensation: Compensation Is the Hot Button of Teaming: Performance Appraisals and Pay Satisfaction,\u201d Compensation and Bene- Learn How to Do It Right,\u201d On Wall Street (October 1, 2003), p. 1. fits Review (September\u2013October 2005), pp. 46\u201352; and S. Watson, \u201cIs 43. \u201cExecutive compensation versus workers: an overview of wages, Job Evaluation Making a Comeback\u2014Or Did It Never Go Away?\u201d Ben- pensions and health benefits of rank and file workers and sky high efits and Compensation International (June 2005), pp. 8\u201313. executive pay,\u201d House Financial Services Committee (October 24, 2006) online at http:\/\/financialservices.house.gov\/ExecCompvs 16. J. J. Martocchio, Strategic Compensation: A Human Resource Management Workers.html#_ednref. Approach, 3rd ed. (Upper Saddle River, NJ: Prentice Hall, 2004), p. 202. 44. S. DeCarlo, \u201cSpecial Report: CEO Compensation,\u201d Forbes at www.forbes.com (April 30, 2008). 17. Ibid. 45. See, for example, G. Colvin, \u201cThe Great CEO Pay Heist,\u201d Fortune (June 18. For a thorough discussion of various methods of determining the pay 25, 2001), pp. 64\u201370; L. Lavelle, \u201cThe Artificial Sweetener in CEO Pay,\u201d Business Week (March 26, 2001), p. 53. structure, see Martocchio, Part III, \u201cDesign a Compensation Systems.\u201d 46. \u201cExecutive Hires and Compensations: Performance Rules,\u201d HR Focus 19. Office of Personnel Management, November 8, 2003. Available on- (July 2003), p. 1. 47. M. A. Carpenter and W. G. Sanders, \u201cTop Management Team Compen- line at www.opm.gov. sation: The Missing Link Between CEO Pay and Firm Performance,\u201d 20. D. L. Gallant, \u201cCompensation Strategies for a Dynamic Environment,\u201d Strategic Management Journal (April 2002), pp. 367\u2013376. 48. A. R. Hunt, \u201cLetter from Washington: As U.S. rich-poor gap grows, so presented September 8, 2008 at Vermont SHRM Conference. does public outcry,\u201d Bloomberg News (February 18, 2007). 21. N. Cossack, \u201cHR Solutions\u201d HR Magazine (January, 2008), p. 42. 49. H. B. Herring, \u201cAt the Top, Pay and Performance Are Often Far 22. Consumer Price Index at www.bls.gov. Apart,\u201d New York Times (August 17, 2003), p. B-9. 23. T. Satterfield, \u201cSpeaking of Pay,\u201d HR Magazine (March, 2003), 50. E. Tahmincioglu, \u201cCan wild CEO pay be tamed? Probably not,\u201d MSNBC at www.msnbc.com (October 1, 2008). pp. 99\u2013101. 51. A. Tobias, \u201cAre They Worth It?\u201d Parade Magazine (March 3, 2002), p. 9. 24. J. A. Ross, \u201cFive Ways to Boost Retention,\u201d Harvard Management 52. \u201cBusiness Week 50 Executive Compensation,\u201d found online at www.businessweek.com\/magazine accessed June 18, 2009. Update, ( April 2008), pp. 3\u20134. 53. See, for example, S. Bates, \u201cPiecing Together Executive 25. See D. Lewin, \u201cIncentive Compensation in the Public Sector: Evidence Compensation,\u201d HR Magazine (May 2002), pp. 60\u201368. 54. Ibid. Under IRS regulations, beginning in 1994, annual salaries paid and Potential,\u201d Journal of Labor Research (Fall 2003), pp. 597\u2013621; and to a company\u2019s five top officers in a publicly held firm are not tax S. J. Wells, \u201cNo Results, No Raise,\u201d HR Magazine (May 2005), pp. deductible if the salaries are over $1 million. Most companies have 77\u201380. simply ignored this new ruling, while others are deferring the excess 26. \u201cCompanies More Cautious Over Pay Practices,\u201d Benefits and Compen- income for these executives until retirement. sation International (September 2002), p. 34. 55. For further reading on international compensation, see K.B. Lowe, J. 27. For an interesting article on this topic, see L. R. Gomez-Mejia, T. M. Millman, H. DeCeiri, and P. J. Dowling, \u201cInternational Compensa- Welbourne, and R. M. Wiseman, \u201cThe Role of Risk Sharing and Risk tion Practices: A Ten-Country Comparative Analysis,\u201d Human Taking Under Gainsharing,\u201d Academy of Management Review (July Resource Management (Spring 2002), pp. 45\u201367; \u201cHow Do Your Peers 2000), pp. 492\u2013507. Handle International Compensation and Benefits?\u201d HR Focus ( July 28. See www.lincolnelectric.com\/corporate\/career\/default.asp (Lincoln 2001), p. S-4; E. Ng, \u201cExecutive Pay in Asia\u2014The Stock Option Electric, 2003). Game,\u201d Benefits & Compensation International (September 2000), pp. 29. R. J. Long, \u201cGainsharing and Power: Lessons from Six Scanlon Plans,\u201d 3\u20136; S. Overman, \u201cIn Sync,\u201d HR Magazine (March 2000), pp. 25\u201327; Industrial & Labor Relations Review (April 2000), pp. 533\u2013535. C. Reynolds, \u201cGlobal Compensation and Benefits in Transition,\u201d 30. Martocchio, p. 148. Compensation and Benefits Review ( January\u2013February 2000), pp. 28\u201338; 31. M. A. Verespej, \u201cSharing in Success,\u201d Industry Week (September 4, and J. E. Richard, \u201cGlobal Executive Compensation: A Look at the 2000), p. 9; and \u201cWhy Gainsharing Works Even Better Today than in Future,\u201d Compensation and Benefits Review (May\u2013June 2000), pp. the Past,\u201d HR Focus (April 2000), pp. 3\u20135. 35\u201338. 32. See, for example, J. Wells, \u201cStock Incentives Remain Preferred 56. U.S. Bureau of Public Affairs, Department of State (2008), Compensation Option,\u201d HR News (September 2000), p. 17; and K. www.state.gov. Kroll, \u201cBenefits: Paying for Performance,\u201d Inc. (November 2004), p. 46. 57. H. Adrion, \u201cRewarding the International Executive Using Stock See also J. Bowley and D. A. Link, \u201cSupporting Pay for Performance Options: Part 2,\u201d Benefits & Compensation International (December with the Right Technology,\u201d Compensation and Benefits Review (Septem- 2000), pp. 13\u2013128. ber\u2013October 2005), pp. 36\u201341. 58. Based on A. Dalton, \u201cPay-for-Performance Plan Helps Shrink Bank\u2019s 33. D. Cadrain, \u201cPut Success in Sight,\u201d HR Magazine (May 2003), pp. Turnover,\u201d Workforce Management (2005), available online at 85\u201392; and J. Pfeiffer, \u201cSins of Commission,\u201d Business 2.0 (May 2004), www.workforce.com\/archive\/article\/24\/02\/86.php?ht=. p. 56. 34. T. J. Hackett and D. G. McDermott, \u201cSeven Steps to Successful Per- formance-Based Rewards,\u201d HR Focus (September 2000), pp. 11\u201313; \u201cPFP Plans Tied to Lower Health Costs,\u201d HR Focus (September 2005), p. 12; and D. Adler, \u201cP4P in Maine: Local Pilot Teaches Global Lessons,\u201d Employee Benefits News (October 1, 2005), p. 1. 35. \u201cPerformance-Based Pay Plans,\u201d HR Magazine (June 2004), p. 22. 36. M. Henricks, \u201cPay for Performance,\u201d Entrepreneur Magazine (November 2008), pp. 77\u201378.","Endnotes 383 Chapter 12 an Uncertain Economy,\u201d Workforce Management (April 2005), pp. 68\u201369; and D. Woolf, \u201cVoluntary Benefits Can Beef up Total Re- Employee Benefits wards,\u201d Canadian HR Reporter (February 14, 2005), available online at www.hrreporter.com. 1. M. Naughton, \u201cMichelle Morse, 22; sought to alter insurance law,\u201d 23. BlueCross BlueShield Association, \u201cMedical Cost Reference Guide, www.bostonglobe.com accessed June 21, 2009. adapted from The Henry J. Kaiser Family Foundation and Health Research and Educational Trust, September 2007,\u201d at www.bcbs.com 2. A. Smith, \u201cMichelle of \u2018Michelle\u2019s Law\u2019 Never Wanted To Be in Lime- accessed January 17, 2009. light,\u201d SHRM Online at www.shrm.org (November 6, 2008). 24. \u201cWhat Benefit Is Most Important to Your Employees?\u201d HR Focus (De- cember 2000), p. 11; K Gurchiek, \u201cHealth Benefit Cost Rise Is Lowest 3. \u201cCovering Young Adults Through Their Parent\u2019s or Guardian\u2019s Since 1999,\u201d HR Magazine (July 2005), p. 38; and J. Sahadi, \u201cHealthcare Health Policy,\u201d National Conference of State Legislatures at Costs Spike Again,\u201d CNN Money (September 14, 2005), available on- www.ncsl.org accessed January 18, 2009. line at money.cnn.com\/2005\/09\/13\/pf\/insurance\/kaiser_study\/index. htm?cnn\u03edyes. 4. A. Smith, \u201cMichelle of \u2018Michelle\u2019s Law\u2019 Never Wanted To Be in Lime- 25. \u201cEmployer Health Insurance Costs and Worker Compensation,\u201d light,\u201d SHRM Online at www.shrm.org (November 6, 2008). Kaiser Family Foundation at www.kff.org (March 2008). 26. \u201cBenefits were 30.3% of Total Compensation in September 2008, BLS 5. L. A. Weatherly, \u201cVoluntary Employee Benefits Series Part I,\u201d SHRM finds,\u201d CCH Benefits at www.hr.cch.com (December 31, 2008). White Paper at www.shrm.org (December 2005). 27. \u201cWhat Are Your Priorities for 2001?\u201d HR Focus (January 2001), p. 7. 28. B. Gossage, \u201cTabling Benefits,\u201d Inc. (June 2003), pp. 46\u201348; P. Mizra, 6. C. Ryan, \u201cEmployee Retention\u2014What Can the Benefits Professional \u201cWorkers May Be Willing to Pay for More Benefits Than They Get,\u201d Do?\u201d Employee Benefits Journal (December 2000), p. 18. HR Magazine (April 2002), p. 26. 29. Point-of-service or network plans are often a variation of preferred 7. F. Herzberg, Work and the Nature of Man (New York: World, 1966). provider organizations. The main distinction typically lies in the de- 8. Bureau of Labor Statistics, \u201cEmployer Costs for Employee Compensa- gree of choice permitted. For example, under preferred provider cover- age, a subscriber can see any physician who participates. In a point-of- tion,\u201d retrieved at http:\/\/www.bls.gov\/news.release\/ecec. toc.htm (re- service (POS) or network, possibly physicians may be more limited. vised December 10, 2008). Constraints placed on choosing a physician are less than those 9. This assumes that the insurance policy is part of a group term plan. imposed by an HMO. See also \u201cMaximize Your Benefits: A Guide for If it were a single policy, other than term insurance, or if the plan All Employees,\u201d Employee Benefits Journal (December 2000), p. 53. discriminated in favor of the more highly paid employees, the entire 30. BlueCross BlueShield Association, \u201cMedical Cost Reference Guide, benefit would be taxable. See E. E. Vollmar, \u201cGroup Term Life Insur- adapted from The Henry J. Kaiser Family Foundation and Health Re- ance,\u201d Employee Benefits Journal ( June 2000), pp. 36\u201341. search and Educational Trust, September 2007,\u201d at www.bcbs.com ac- 10. \u201cMore Employers Offer Benefits to Workers\u2019 Domestic Partners,\u201d HR cessed January 17, 2009. Focus (September 2005), p. 12; S. Moon, \u201cMaking a Business Case for 31. \u201cFraming the Picture: Access to Health Insurance Often Defines the Domestic Partner Benefits,\u201d Employee Benefit News ( July 1, 2005), p. 1; Employment Relationship,\u201d HR Magazine (August 2008), pp. 62\u201370. and \u201cHow HR Is Addressing Domestic Partner Benefits,\u201d HR Focus 32. It also should be noted that in some self-funding cases, organizations (July 2004), p. S-1. seek assistance from another company commonly referred to as a 11. \u201cDomestic Partner Benefits: Facts and Background,\u201d Employee Bene- third-party administrator (TPA). The TPA\u2019s role is simply to process fits Research Institute at www.ebri.org. health-care forms. 12. Social Security here refers to FICA taxes for old age, survivors, and 33. U.S. Department of Labor, \u201cFAQs about COBRA Continuation disability insurance (OASDI). Health Coverage,\u201d Employee Security Benefits Administration at 13. Social Security Board of Trustees \u201cSome Improvement in Long-Range http:\/\/www.dol.gov\/ebsa\/faqs\/faq_consumer_cobra.html, accessed Financing Outlook but Deficits Continue,\u201d Social Security Adminis- January 12, 2009. tration at www.ssa.gov (March 25, 2008). 34. Ibid. 14. Based on the passage of the Omnibus Budget Reconciliation Act of 35. It may also be interesting to note that in early 2003, an IRS ruling man- 1993, the 2.9 percent Medicare portion no longer has a salary cap. dated that continuation of medical coverage is required in the case of a Also, for diehard Social Security fans, Social Security taxes are actu- divorce. The organization must, then, make health insurance coverage ally divided into three parts: OASDI; HI [hospital insurance available to the divorced spouse as of the date of the divorce. See (Medicare)]; and FUTA [Federal Unemployment Tax]. OASDI and \u201cSpouse Gets COBRA at the Time of Divorce,\u201d HR Focus (March 2003), HI are combined together to form the FICA taxes deducted from p. 2. employees\u2019 pay and matched by the employer. See, for example, T. 36. See \u201c12 Steps to Ensure Your HR Department Meets HIPAA\u2019s April 14 Herman, \u201cA Special Summary and Forecast of Federal and State Tax Date,\u201d Human Resource Department Management Report (February 2003), Developments,\u201d Wall Street Journal (October 25, 2000), p. A-1. p. 7; M. Kolton, M. Costa, and D. B. Spanier, \u201cThe Effect of HIPAA Pri- 15. Social Security Administration, \u201cHow You Earn Credits, SSA Publica- vacy Rules on Personal Medical Records,\u201d Journal of Compensation and tion No. 05-10072,\u201d www.ssa.gov (January 2009). Benefits (July\u2013August 2002), pp. 5\u201316; J. Plavner, \u201cA Regulatory 16. ssa.gov\/policy\/docs\/quickfacts. Surprise,\u201d HR Magazine (May 2003), pp. 127\u2013131; J. A. Brislin, \u201cHIPAA 17. Donna Smith, \u201cFirst U.S. baby boomer applies for Social Security,\u201d Privacy Rules and Compliance with Federal and State Employment Reuters at www.reuters.com (October 15, 2007). Laws: The Participant Authorization Form,\u201d Employee Benefits Journal 18. J. Rutherford, \u201cAmerica\u2019s first \u2018baby boomer\u2019 files for Social Security,\u201d (March 2003), p. 51\u201364; M. Verespej, \u201cHR Should Set High Standards NBC News Field Notes at http:\/\/fieldnotes.msnbc.msn. on Privacy,\u201d HR Magazine (August 2005), p. 32; K. Gurchiek and M. com\/archive\/2007\/10\/15\/412037.aspx (October 15, 2007). Verespej, \u201cHIPAA Violation Liability Narrowed,\u201d HR Magazine (July 19. See U.S. Department of Labor, Employment and Training Adminis- 2005), p. 36; and B. D. Annulis, \u201cIdentity Theft Case Creates HIPAA tration, \u201cUnemployment Insurance Tax Topic,\u201d (2009), p. 1. Available Concerns for Hospitals,\u201d Health Care Strategic Management (January online at 2005), pp. 11\u201312. http:\/\/workforcesecurity.doleta.gov\/unemploy\/uitaxtopic.asp. 37. The Retirement Equity Act of 1984 and the Tax Reform Act of 1986 20. Wage bases for unemployment insurance vary. Some states follow the modified participation ages, minimum vesting age, and vesting rights, federal $7,000 base, while others vary, to a maximum of $30,200 in Hawaii. 21. See, for instance, U.S. Department of Labor, Office of Workforce Se- curity, \u201cUnemployment Insurance Extended Benefits\u201d (January 2009) at http:\/\/workforcesecurity.doleta.gov\/unemploy\/extenben.asp. 22. See, for instance, J. Romeu, \u201cWorldwide Business Trends Create New Leverage for Voluntary Benefits,\u201d Employee Benefits Journal (December 2000), p. 24; B. Liddick, \u201cVoluntary Benefits Go by the Wayside Amid","384 Endnotes requiring full vesting after five years, partial vesting after three years, 58. The number of sick days offered to employees generally varies accord- and seven-year full vesting with plan years beginning after December ing to their position in the organization and their length of service. 1, 1988. Companies with a retirement plan year prior to that date were Many organizations require a waiting period, approximately six not required to go to the new lower vesting rules until December 1, months, before sick leave kicks in. 1989. It is also important to note that any monies contributed by em- ployees toward their retirement are immediately 100 percent vested. 59. See, for example, S. Armour, \u201cFaced With Less Time Off, Workers 38. Portability of pension rights is a complex issue beyond the scope of Take More,\u201d USA Today (October 29, 2002), p. 1A. this book. However, depending on the company, employees may receive a permanent right to their monies, receiving a pension from 60. P. Robinson, \u201cBank Launches Pooled Sick Leave Plan,\u201d Australian the organization at retirement age or receiving a check that allows Business Intelligence (November 12, 2003), p. 1. them to reinvest those monies on their own. 39. L. Bivins, \u201cPension Treasure,\u201d Wall Street Journal (June 5, 2000), p. A-4. 61. Business and Legal Reports \u201cShould You Offer a Paid Time Off 40. P. G. Lester, \u201cA Checklist for Disability Plan Design,\u201d Compensation and Bank?\u201d at http:\/\/compensation.blr.com\/display.cfm\/id\/154821 Benefits Review (September\u2013October 2000), pp. 59\u201361. accessed January 17, 2009. and International Foundation of Employee 41. \u201cThe End of Pensions?\u201d Fox Business interview at http:\/\/www. Benefit Plans at www.ifebp.org. foxbusiness.com\/video-search\/m\/20583297\/the-end-of-pensions.htm (August 4, 2008). 62. S. Kelly, \u201cLife Insurance Most Widespread Voluntary Benefit,\u201d Work- 42. P. Cassidy \u201cPBGC inherits Delta Pilot pensions as 6th largest claim,\u201d force Management (August 2, 2007). Market Watch, Wall Street Journal Digital Network ( January 5, 2007) www.marketwatch.com accessed June 21, 2009. 63. J. J. Meyer, \u201cThe Future of Flexible Benefit Plans,\u201d Employee Benefits 43. \u201cRetirement Plans, Benefits and Savings,\u201d U.S. Department of Labor at Journal (June 2000), pp. 3\u20137. http:\/\/www.dol.gov\/dol\/topic\/retirement\/typesofplans.htm (accessed January 4, 2008 ) 64. J. A. Fraser, \u201cStretching Your Benefits Dollar,\u201d Inc. (March 2000), 44. Ibid. pp. 123\u2013126. 45. Profit-sharing plans require profits before a contribution can be made. When the period shows no profits, no contributions need be 65. Abbott Laboratories \u201cU.S. Benefits\u201d at www.abbott.com, accessed made. The only partial exception is that contributions can be made in January 18, 2009. a year in which there are no profits if there are accumulated profits from prior years. However, should this occur, further restrictions ap- 66. \u201cHealthcare Flexible Spending Accounts Facts and Figures,\u201d ply. See also J. Marquez, \u201cFirms Replacing Stock Options with Consumer Healthcare Products Association at www.chpa-info.org Restricted Shares Face a Tough Sell to Employees,\u201d Workforce Manage- accessed January 18, 2009. ment (September 2005), pp. 71\u201373. 46. \u201cSIMPLE IRA Plans for Small Businesses,\u201d US Department of Labor 67. McCaffery, p. 197. Employee Benefits Security Administration at 68. http:\/\/www.gene.com\/gene\/about\/corporate\/awards\/index. html#for- https:\/\/www.dol.gov\/ebsa\/publications\/simple.html accessed January 5, 2009. tune100best accessed January 25, 2009. 47. M. Bruno, \u201cBuilding a Better 401k,\u201d Workforce Management Online at 69. \u201c100 Best Companies to Work For,\u201d Fortune (February 2, 2009) www.workforce.com (August 2008). 48. E. Brandon, \u201cPlanning to Retire: FedEx eliminates 401k match for p. 71. employees,\u201d U.S. News and World Report, ( January 17, 2009). 70. J. M. O\u2019Brien, \u201cZappos Knows How to Kick It,\u201d Fortune, (February 2, 49. Mayo Clinic \u201cSummary of Benefits,\u201d at www.mayoclinic.org updated January, 2009. 2009) pp. 55\u201358. 50. See, for instance, \u201cSurvey Updates National Norms for Bonuses, Paid 71. This example was directly influenced by a similar example given in J. Leave, and Vacation Days,\u201d Report on Salary Surveys (June 2003), p. 1. 51. Based on information provided by Economic Policy Institute World S. Rosenbloom and G. V. Hallman, Employee Benefits Planning, 3rd ed. Almanac, 2001. (Englewood Cliffs, NJ: Prentice Hall, 1991), p. 225. See also J. S. 52. K. Gurchiek, \u201cVacationing Workers Find It Hard To Let Go,\u201d HR Mag- Rosenbloom, Handbook of Employee Benefits Design, Funding, and Admin- azine (August 2005), p. 30. istration, 4th ed. (New York: McGraw-Hill Professional Book Group, 53. \u201cSurvey Updates National Norms for Bonuses, Paid Leave, and Vaca- 1996). Actual benefits under SSDI vary according to family status, av- tion Days,\u201d Report on Salary Surveys (June 2003), p. 1, Table 2. IOMA at erage annual income, and the consumer price index. Therefore, SSDI www.IOMA.com. given in this example is only an estimate. 54. Based on articles found on HRM.Guide.com.uk, \u201c3-Million Not Enti- tled to Easter Bank Holiday,\u201d (April 16, 2003); and \u201cCall for More Chapter 13 Public Holidays (May 3, 2002), www.hrmguide. co.uk\/rewards\/pub- lic_holidays.htm. Ensuring a Safe and Healthy Work Environment 55. \u201cAbsence Makes the Workplace Grow Poorer,\u201d Fair Employment Prac- tices Guidelines (April 15, 2003), p. 8. 1. U.S. Department of Labor Bureau of Labor Statistics \u201cOccupational 56. Short-term disability programs may be provided through commercial Injuries and Illnesses by Selected Characteristics,\u201d at carriers or through self-funding arrangements. The more popular of http:\/\/www.bls.gov\/iif\/(November 20, 2008). the two is purchased coverage. 57. Before we proceed, an important piece of federal legislation warrants 2. B. Case \u201cNot just a stretch: Industrial Athlete Program helps workers mentioning. Based on the 1978 Pregnancy Discrimination Act, better tackle physically demanding tasks,\u201d Boeing Frontiers (Jun, 2005), employers that offer short-term disability insurance to their employ- p. 1. ees must include pregnancy as part of the policy\u2019s coverage. This means that in whatever capacity employers cover disabilities such as 3. U.S. Department of Labor, Bureau of Labor Statistics, \u201cWorkplace Ill- an extended illness, coverage for disability due to pregnancy must be nesses and Injury Summary,\u201d (October 23, 2008). Available online at the same (see Chapter 3). http:\/\/www.bls.gov\/news.release\/osh.nr0.htm 4. U.S. Bureau of the Census, Statistical Abstracts of the United States, 2005 (Washington, DC: Government Printing Office, 2005), p. 416. 5. \u201cWhat to Expect if OSHA Comes Knocking,\u201d Safety Compliance Letter (August 15, 2003), pp. 5\u20136. 6. \u201cImminent Danger,\u201d OSHA Fact Sheet (2002) accessed at http:\/\/ www.osha.gov\/OshDoc\/data_General_Facts\/factsheet-imminent-dan- ger.pdf. 7. In the Supreme Court case of Whirlpool Corporation v. Marshall [445 U.S. 1(1980)], employees may refuse to work if they perceive doing so can cause serious injury. This case has weakened termination for insubor- dination when the refusal stems from a safety or health issue. This re- fusal was further clarified in Gateway Coal v. United Mine Workers [94 S. Ct. 641(1981)], where a three-part test was developed. This was where (1) the refusal is reasonable; (2) the employee was unsuccessful in get- ting the problem fixed; and (3) normal organizational channels to ad- dress the problem haven\u2019t worked.","Endnotes 385 8. \u201cOSHA Targets 3,200 Workplaces for Surprise Inspections,\u201d Safety Magazine (October 2003), pp. 111\u2013115; \u201cThe Most Effective Tool Compliance Letter (July 1, 2003), p. 4. Against Workplace Violence,\u201d HR Focus (February 2003), p. 11; and \u201cHow to Predict and Prevent Workplace Violence,\u201d HR Focus (April 9. Marshall v. Barlow, Inc., 436 U.S., 307 (1978). 2005), pp. 10\u201311. 10. The number 3,600,000 is determined as follows: 1,800 employees, 28. P. Falcone, \u201cDealing with Employees in Crisis: Use this Blueprint for Proactive Management Intervention,\u201d HR Magazine (May 2003), pp. working 40-hour weeks, for 50 weeks a year [1,800 \u03eb 40 \u03eb 50] U.S. 117\u2013122; and \u201cHow Can HR Help Address the Threat of Workplace Department of Labor, Occupational Safety and Health Violence?\u201d HR Focus (October 2003), p. 8. For another insight into this Administration, OSHA Facts\u2014December 2004 (2004), pp. 1\u20135. Available matter, see E. Roche, \u201cDo Something\u2014He\u2019s About to Snap,\u201d Harvard online at www.osha.gov. It\u2019s also important to note that in addition to Business Review (July 2003), pp. 23\u201330. federal inspections, state inspectors conducted nearly another 58,000 29. See S. G. Minter, \u201cPrevention to Solution to Workplace Violence,\u201d inspections in 2004, bringing the total of inspections by federal and Occupational Hazards (August 2003), p. 22; L. R. Chavez, \u201c10 Things state inspectors to nearly 100,000 per year. Healthy Organizations Do to Prevent Workplace Violence,\u201d 11. U.S. Bureau of the Census, Statistical Abstracts of the United States, Occupational Hazards (August 2003), p. 22; and \u201cIs Your Lobby Ripe for 2005 (Washington, DC: Government Printing Office, 2005), p. 417. Violence?\u201d HR Focus (September 2003), p. 5. 12. For willful violation the minimum penalty is $5,000; other fines levied 30. R. J. Grossman, \u201cBulletproof Practices,\u201d HR Magazine (November for violations other than those willful and repetitive carry a $7,000 2002), pp. 34\u201342. maximum. R. Ilaw, \u201cWhen OSHA Comes Knocking: Give \u2018Em the 31. J. I. Pasek, \u201cCrisis Management for HR,\u201d HR Magazine (August 2002), Facts, Just the Facts,\u201d Industrial Safety and Hygiene News (September p. 111. 2005), pp. 50\u201351. 32. P. Temple, \u201cReal Danger and \u2018Postal\u2019 Myth,\u201d Workforce (October 2000), p. 8. 13. U.S. Department of Labor, Occupational Safety and Health Adminis- 33. National Institute for Occupational Safety and Health, \u201cIndoor Envi- tration, \u201cOSHA Enforcement, Ensuring Safe and Healthy Workplaces,\u201d ronmental Quality,\u201d online at http:\/\/www.cdc.gov\/niosh\/ topics\/in- (December 19, 2008). Available online at http:\/\/www. osha.gov\/as\/ doorenv\/. opa\/2008EnforcememtData120808.html 34. A. Underwood, \u201cA Hidden Health Hazard,\u201d Newsweek (December 4, 14. United States Department of Labor, Occupational Safety & Health 2000), p. 74; and M. Conlin and J. Carey, \u201cIs Your Office Killing You?\u201d Administration \u201cSmall Business Handbook\u201d found online at Business Week (June 5, 2000), pp. 114\u2013128. www.osha.gov\/publications\/smallbusiness\/small-business.html 35. See Conlin and Carey, \u201cIs Your Office Killing You?\u201d Business Week 15. Society of Human Resource Management \u201cWhat are the essential ele- (June 5, 2000), pp. 114\u2013128.; and R. Schneider, \u201cSick Buildings ments of an effective safety and health program?\u201d found online at Threaten Health of Those Who Inhabit Them,\u201d Indianapolis Star (Sep- www.shrm.org. tember 23, 2000). 16. J. Casale, \u201cOSHA Safety Equipment Standard Done,\u201d Workforce Manage- 36. J. Perkins, \u201cFinding spirituality amid slaughter,\u201d The Des Moines Register ment (November 20, 2007), at www.workforce.com, accessed June 21 2009. ( June 5, 2006). 17. United States Department of Labor, Occupational Safety and Health 37. J. Russell, \u201cChaplains Join \u2018Faith Friendly\u2019 Workplace,\u201d Morning Administration \u201cMost Frequently Cited Standards, 2008,\u201d (November Edition, National Public Radio, ( January 10, 2007). Originally broad- 23, 2008) at cast by Iowa Public Radio, accessed at http:\/\/www.npr.org\/ http:\/\/www.osha.gov\/dcsp\/compliance_assistance\/frequent_standard templates\/story\/story.php?storyId=6777784. s.html. 38. U.S. Department of Labor, \u201cErgonomics: The Study of Work,\u201d OSHA 18. K. Gaspers, \u201cOSHA\u2019s Top 10 Violations,\u201d Safety\u03e9Health (December 3125 (Washington, DC: Government Printing Office, 2000), p. 4. 2007), pp. 26\u201342. 39. K. J. DiLuigi, \u201cHelp for the Overworked Wrist,\u201d Occupational Hazards 19. National Institute for Occupational Safety and Health (NIOSH) \u201cPre- (October 2000), pp. 99\u2013101. venting Deaths and Injuries of Adolescent Workers,\u201d found online at 40. \u201cOSHA Issues Final Ergonomics Standards,\u201d Healthcare Financial Man- http:\/\/www.cdc.gov\/niosh\/childlab.html accessed March 26, 2009. agement (January, 2001), p. 9; G. Flynn, \u201cNow Is the Time to Prepare 20. D. Costello, \u201cStressed Out: Can Workplace Stress Get Worse?\u2014Inci- for OSHA\u2019s Sweeping New Ergonomic Standard,\u201d Workforce (May dents of \u2018Desk Rage\u2019 Disrupt America\u2019s Offices\u2014Long Hours, 2001), pp. 76\u201377; C. Haddad, \u201cOSHA New Regs Will Ease the Pain\u2014 Cramped Quarters Produce Some Short Fuses; Flinging Phones at the For Everybody,\u201d Business Week (December 4, 2000), pp. 90\u201391; and Y. J. Wall,\u201d Wall Street Journal (January 16, 2001), p. B-1. Dreazen, \u201cErgonomic Rules Are the First in a Wave of Late 21. U.S. Department of Labor, Occupational Safety and Health Adminis- Regulations,\u201d Wall Street Journal (November 14, 2000), p. A-41. For an- tration at www.osha.gov (2009). other view on these standards, see P. Kuntz, \u201cWhat a Pain: Proposed 22. S. V. Magyar Jr., \u201cPreventing Workplace Violence,\u201d Occupational OSHA Rules for Workplace Injuries Make Companies Ache\u2014Agency Health and Safety (June 2003), p. 64; D. Cadrain, \u201c. . . And Stay Out,\u201d Stretches Data to Fit Burgeoning Mission; Cost of Compliance HR Magazine (August 2002), p. 83; and K. Gurchiek, \u201cWorkplace Vio- Debated\u2014Looking for 10 Pallbearers,\u201d Wall Street Journal (September lence on the Upswing,\u201d HR Magazine (July 2005), pp. 27\u201328. 18, 2000), p. A-1. 23. \u201cStudy: Lights, No Solo Workers Help Reduce Homicides,\u201d Occupational 41. See, for example, S. Bates, \u201cIndustry Ergonomic Guidelines \u2018Not Stan- Hazards (April 2002), p. 17; U.S. Department of Labor, Occupational dards in Disguise,\u2019 OSHA Official Says,\u201d HR Magazine (September Safety and Health Administration, Workplace Violence (Washington, 2003), p. 34. DC: Government Printing Office, 2002), p. 1; L. Miller, K. Caldwell, 42. See Occupational Safety and Health Administration, OSHA\u2019s Ergonom- and L. C. Lawson, \u201cWhen Work Equals Life: The Next State of Work- ics Enforcement Plan (Government Printing Office, March 6, 2003). place Violence,\u201d HR Magazine (December 2000), pp. 178\u2013180; and K. 43. U.S. Department of Labor, \u201cErgonomics: The Study of Work,\u201d OSHA Gurchiek, \u201cWorkplace Violence on the Upswing,\u201d p. 27. 3125 (Washington, DC: Government Printing Office, 2000), p. 1; and 24. U.S. Department of Labor, Occupational Safety and Health Admin- R. Kaletsky, \u201cBeyond Musculoskeletal Disorders: Subtle Aspects of Er- istration \u201cOSHA Fact Sheet: Workplace Violence,\u201d (2002) online at gonomics,\u201d Safety Compliance Letter (November 2005), pp. 4\u20135. http:\/\/www.osha.gov\/OshDoc\/data_General_Facts\/ factsheet-work- 44. F. M. Spina, \u201cErgonomically Correct,\u201d Risk Management (December place-violence.pdf. 2000), pp. 39\u201341; and L. Eig and J. Landis, \u201cMSDs and the 25. T. Anderson, \u201cTraining for Tense Times,\u201d Security Management (March Workplace: EA Professionals Can Work with Ergonomists to Iden- 2002), pp. 68\u201375. tify Jobs and Workstations That Place Employees at Risk for Muscu- 26. See P. M. Buhler, \u201cWorkplace Civility: Has It Fallen by the Wayside?\u201d loskeletal Disorders,\u201d Journal of Employee Assistance (September 2004), Supervision (April 2003), pp. 20\u201322. pp. 12\u201314. 27. \u201cHow Can HR Help Address the Threat of Workplace Violence,\u201d HR Focus (October 2003), p. 8; L. Stack, \u201cEmployees Behaving Badly,\u201d HR","386 Endnotes 45. \u201cHR Execs Polled About Stress,\u201d Work and Family Newsbrief (May 66. J. Useem, \u201cThe New Company Town,\u201d Fortune (January 10, 2000), pp. 2002), pp. 2\u20134. 62\u201370; N. Moeller-Roy, \u201cHelping Employees Make Informed Decisions: By Having Employee Health as an Asset to Be Managed, 46. W. Atkinson, \u201cWhen Stress Won\u2019t Go Away,\u201d HR Magazine Employers Can Use Health Promotion and Wellness Programs to In- (December 2000), p. 104. still Healthy Behaviors Among Workers and Encourage Them to Make Smarter Health Choices,\u201d Journal of Employee Assistance (October 47. \u201cJapan Asks If It Works Too Hard,\u201d Christian Science Monitor (Tokyo) 2005), pp. 24\u201325; and \u201cMore Companies Commit to Wellness Plans, (April 6, 2000), p. 4. See also \u201cWhen Heartache May Bring on a Heart Despite Little Hard Data on Results,\u201d HR Focus (April 2005), pp. Attack,\u201d Business Week (May 6, 2002), p. 97. S1\u2013S3. 48. For some interesting reading on organizational stress, see E. Wething- 67. See, for instance, M. Derer, \u201cCorporate Benefits Take Aim Against Obe- ton, \u201cTheories of Organizational Stress,\u201d Administrative Science Quarterly sity,\u201d USA Today (September 1, 2003), p. A1; P. Petesch, \u201cWorkplace Fit- (September 2000), p. 640; and T. Beehr, \u201cConsistency of Implications ness or Workplace Fits?\u201d HR Magazine (July 2001), pp. 137\u2013140; and J. L. of Three Role Stressors Across Four Countries,\u201d Journal of Barlament, \u201cDisease Management: Legal Implications,\u201d Benefits and Com- Organizational Behavior (August 2005), pp. 467\u2013487. pensation Digest (November 2005), pp. 32\u201336. 49. K. Tyler, \u201cCut the Stress,\u201d HR Magazine (May 2003), pp. 101\u2013106. 68. C. Petersen, \u201cValue of Complementary Care Rises, But Poses 50. See, for example, \u201cStressed Out: Extreme Job Stress: Survivors\u2019 Tales,\u201d Challenges,\u201d Managed HealthCare (November 2000), pp. 47\u201348; T. An- derson, \u201cEmployers Boost Financial Incentives for Disease Manage- Wall Street Journal (January 17, 2001), p. B-1; M. C. Bolino and W. H. ment,\u201d Employee Benefit News (October 1, 2005), p. 1; and \u201c43% of Turnley, \u201cThe Personal Costs of Citizenship Behavior: The Relation- Companies Have Adopted \u2018Formal\u2019 Disease-Management\/Wellness ship Between Individual Initiative and Role Overload, Job Stress, and Programs,\u201d Managing Benefits Plans (August 2005), p. 9. Work-Family Conflict,\u201d Journal of Applied Psychology (July 2005), pp. 740\u2013748; and \u201cStressed Out,\u201d Training (December 2004), p. 16. 69. S. Coffey, \u201cWellness at Work,\u201d America\u2019s Best Companies, at 51. Source: \u201cInternet Usage Statistics,\u201d www.n2h2.com\/about\/press\/ www.americasbestcompanies.com (July 22, 2008). usage_stats.php (2004); V. K. G. Lim, \u201cThe IT Way of Loafing on the Job: Cyberloafing, Neutralizing, and Organizational Justice,\u201d Journal of Orga- 70. K. Sweeney, \u201cWellness Programs Must Be Properly Constructed and nizational Behavior (August 2002), pp. 675\u2013694; \u201cControl Your Internet Marketed for Maximum Return on Investment,\u201d Employee Benefit News Destiny,\u201d www.2watch.com (2005); and M. Conlin, \u201cWorkers Surf at (March 1, 2005), p. 1. Your Own Risk,\u201d Business Week (June 12, 2000), p. 106. 52. N. Merrick, \u201cBoxing Clever: Reducing Stress,\u201d Employee Benefits (March 71. A. E. Chernov, \u201cWeight Discrimination: The Effects of Obesity in Em- 2000), p. 34; \u201cStress Steals Two Weeks a Year,\u201d Work & Family ployment,\u201d Hohonu: Journal of Academic Writing, University of Hawaii at Newsbrief (April 2005), p. 5. Hilo, 2006, Volume 4, Number 1. 53. \u201cEmployee Assistance Programs,\u201d HR Magazine (May 2003), p. 143. 54. Source: B. Perlman and E. Alan Hartman, \u201cBurnout: Summary and Fu- 72. See, for example, K. Greco, R. Paul, and B. Pawlecki, \u201cPromoting ture Research,\u201d Human Relations, Vol. 25, No. 4 (1982), p. 294. Healthy Weight: With Obesity on the Rise, Eaps Can Take Advantage 55. N. Schutte, S. Toppinen, R. Kalimo, and W. Schaufeli, \u201cThe Factorial of Their Assessment, Referral, and Case Management Skills to Help Validity of the Maslach Burnout Inventory\u2014General Survey (MBI\u2013GS) Employers Keep Healthcare Costs under Control and Encourage Em- Across Occupational Groups and Nations,\u201d Journal of Occupational and ployees to Maintain Healthy Lifestyles,\u201d Journal of Employee Assistance Organizational Psychology (March 2000), pp. 3\u201366. (December 2004), pp. 14\u201316; and K. Merx, \u201cThe Rising Cost of Fat; 56. See, for instance, S. Vanheule, A. Lievrouw, and P. Verhaeghe, \u201cBurnout Business Is Finding out That Obesity Drives up Costs for More than and Intersubjectivity: A Psychoanalytical Study from a Lacanian Just Health Insurance,\u201d Crain\u2019s Detroit Business (September 13, 2004), Perspective,\u201d Human Relations (March 2003), pp. 321\u2013339; and D. Wise, p. 11. \u201cEmployee Burnout Taking Major Toll on Productivity,\u201d Los Angeles Times (July 9, 2001), p. 29. 73. Vignettes for this case were found at the U.S. Department of Labor, 57. See, for instance, S. Bates, \u201cExpert: Don\u2019t Overlook Employee Occupational Safety and Health Administration, \u201cMaking a Positive Burnout,\u201d HR Magazine (August 2003), p. 14. Difference: OSHA Saves Lives,\u201d (November 27, 2005), available online 58. \u201cEAPs: They\u2019re Well Intentioned, But Also Risky,\u201d HR Briefing (May 1, at www.osha.gov\/as\/opa\/oshasaveslives.html. 2002), pp. 2\u20133; and F. Hansen, \u201cEmployee Assistance Programs (EAPs) Grow and Expand Their Reach,\u201d Compensation and Benefits Review Chapter 14 (March\/April 2000), p. 13. Understanding Labor Relations and 59. Employee rights legislation mandates that any activity in an EAP re- Collective Bargaining mains confidential. This means records of who is visiting the EAP, the problems, and intervention, must be maintained separately from 1. R. Nakashima, \u201cWest Coast Dockworkers, shipping lines start talks other personnel records. Also, HIPAA regulations (see Chapter 12) early,\u201d Associated Press (March 17, 2008) at www.sfgate.com, accessed may also mandate confidentiality of EAP activities. June 21, 2009. 60. \u201cEAPs with the Most,\u201d Managing Benefits Plans (March 2003), p. 8; K. Tyler, \u201cHelping Employees Cope with Grief,\u201d HR Magazine (September 2. R. J. Burnette, \u201cWalking Out on Wages,\u201d Workforce Management 2003), pp. 55\u201358; and \u201cEEOC Considers EAPs a \u2018Best\u2019 Practice,\u201d HR (August 2005), pp. 12\u201313. Briefing (April 1, 2003), p. 5. 61. F. Phillips, \u201cEmployee Assistance Programs: A New Way to Control 3. AFL-CIO, \u201cUnion Membership by Industry\u201d (2003). Available online Health Care Costs,\u201d Employee Benefit Plan Review (August 2003), pp. at 22\u201324. www.aflcio.org\/aboutunions\/joinunions\/whyjoin\/uniondifference\/unio 62. W. Atkinson, \u201cWellness, Employee Assistance Programs: Investments, ndiff11.cfm. Not Costs,\u201d Bobbin (May 2000), pp. 42\u201348. 63. K. Lee, \u201cEAP Diversity Detracts from Original Focus, Some Say,\u201d Em- 4. D. B. Klaff and R. G. Ehrenberg, \u201cCollective Bargaining and Staff ployee Benefits News (July 1, 2003), p. 1. Salaries in American Colleges and Universities,\u201d Industrial and Labor 64. K. M. Quinley, \u201cEAPs: A Benefit That Can Trim Your Disability and Ab- Relations Review (October 2003), pp. 92\u2013104. senteeism Costs,\u201d Compensation and Benefits Report (February 2003), pp. 6\u20137. 5. U.S. Department of Labor Bureau of Labor Statistics \u201cUnion affilia- 65. \u201cEAPs Flounder Without Manager Support,\u201d Canadian HR Reporter tion of employed wage and salary workers by occupation and indus- (June 2, 2003), p. 7. try\u201d updated January 28, 2009 at http:\/\/www.bls.gov\/ news.release\/union2.t03.htm. 6. J. Bladen, and S. Machin, \u201cCross-Generation Correlations of Union Status for Young People in Britain,\u201d British Journal of Industrial Relations (September 2003), p. 391; and R. J. Grossman, \u201cUnions Follow Suit,\u201d HR Magazine (May 2005), pp. 47\u201351.","Endnotes 387 7. \u201cWhy you need a Union,\u201d AFL-CIO at http:\/\/www.aflcio.org\/joinau- tive for Supervisory Employees,\u201d Supervision (May 2000), pp. 23\u201326; S. nion\/why, Accessed February 14, 2009. Greenhouse, \u201cA Potent, Illegal Weapon Against Unions: Employers Know It Costs Them to Fire Organizers,\u201d New York Times (October 8. Readers should recognize that although the closed shop (compul- 24, 2000), p. A-10; and J. E. Lyncheski and L. D. Heller, \u201cCyber sory union membership before one is hired) was declared illegal Speech Cops,\u201d HR Magazine (January 2001), pp. 145\u2013150. by the Taft-Hartley Act, a modified form still exists today. That 28. D. C. Bok and J. T. Dunlop, \u201cCollective Bargaining in the United quasi-closed shop arrangement is called the hiring hall and is States: An Overview,\u201d in W. Clay Hammer and Frank L. Schmidt found predominantly in the construction and printing industries. (eds.), Contemporary Problems in Personnel (Chicago: St. Clair Press, However, a hiring hall is not a form of union security because it 1997), p. 383. must assist all members despite their union affiliation. Addition- 29. An international union, in this context, refers to a national union in ally, the hiring hall must establish procedures for referrals that are the United States that has local unions in Canada. nondiscriminatory. 30. If we take into account public-sector collective bargaining, we have another exception\u2014the public. The taxpaying, voting public can influ- 9. There are, however, exceptions to this in the construction industry. ence elected officials to act in certain ways during negotiations. 10. See, for instance, M. Romano, \u201cHospital Accused of Iron-Fist 31. D. Hakim, \u201cTough Times Force U.A.W. to Employ New Strategy,\u201d New York Times (September 17, 2003), p. C1. Tactics,\u201d Modern Hospital ( January 8, 2001), p. 16. 32. M. H. Bowers and D. A. DeCenzo, Essentials of Labor Relations 11. For a comprehensive review of labor laws, see B. Feldacker, Labor Guide (Englewood Cliffs, NJ: Prentice Hall, 1992), p. 101. 33. For a thorough explanation of the grievance procedure, see ibid., pp. to Labor Law, 4th ed. (Upper Saddle River, NJ: Prentice Hall, 2000). 109\u2013114. 12. L. Stein, \u201cPorts of Call,\u201d U.S. News and World Report (October 21, 2002), 34. See also M. I. Lurie, \u201cThe 8 Essential Steps in Grievance Processing,\u201d Dispute Resolution Journal (November 1999), pp. 61\u201365. p. 14. 35. Adapted from S. P. Robbins and D. A. DeCenzo, Supervision Today, 4th 13. B. Feldacker, Labor Guide to Labor Law, 4th ed., p. 5. ed. (Upper Saddle River, NJ: Prentice Hall, 2004), p. 438. 14. The Railway Labor Act created the National Mediation Board, which 36. S. Shellenbarger, \u201cCompanies Are Finding Real Payoffs in Aiding Employee Satisfaction,\u201d Wall Street Journal (October 11, 2000), p. B-1. works on matters of recognition, dispute resolution, and unfair labor 37. To be accurate, a strike vote is generally held at the local union level in practices in the railroad and airline industries only. The National which the members authorize their union leadership to call the strike. Railroad Adjustment Board was also part of the Railway Labor Act, and 38. U.S. Department of Labor, Bureau of Labor Statistics, \u201cWork this body arbitrated disputes between railroads and unions. Stoppages Summary\u201d (February 11, 2009), available online at 15. W. Zellner and M. Arndt, \u201cConcession at the Bargaining Table, Too,\u201d www.bls.gov.news.release\/wksto.nr0.htm. Business Week (March 19, 2001), p. 46. 39. \u201cBusiness Brief\u2014Kaiser Aluminum Corp.: United Steelworkers Final- 16. It is also important to note that the Wagner Act was amended in ize Labor Pact, Ending Lockout,\u201d Wall Street Journal (September 19, 1974 with the Health Care Amendments. These brought both non- 2000), p. C-19. profit hospitals and health-care organizations under the jurisdiction 40. Outsourcing in this context refers to a situation where work is taken of the Wagner Act. away from unionized workers in a company and given to nonunion- 17. M. J. Goldberg, \u201cAn Overview and Assessment of the Law Regulating ized employees in a separate location. Internal Union Affairs,\u201d Journal of Labor Research (Winter 2000), pp. 41. It is also interesting to point out that President Clinton lifted the ban 15\u201336. on hiring air traffic controllers who had been fired by President Rea- 18. It must be noted that when one discusses government labor relations, gan. Any air traffic controller fired by Reagan was not eligible to work two categories emerge. One is the federal sector, the other the public again for the Federal Aviation Administration\u2014the agency that hires sector. In a brief discussion of government labor relations, the focus is air controllers. The removal of the ban came on August 12, 1993. on the federal sector due to its federal legislation. However, one must 42. U.S. Department of Labor, Bureau of Labor Statistics, \u201cUnion Members realize that state or municipal statutes do define practices for Summary\u201d (January 2009), available online at www.bls.gov labor\u2013management relationships for state, county, and municipal 43. This Workplace Issues vignette is based on AFL-CIO, \u201cUnion Summer Q workers (typically police officers, fire fighters, and teachers). Because & A\u201d (2005), available online at www.aflcio.org\/aboutunions\/ unionsum- these laws differ in the many jurisdictions, it goes beyond the scope of mer\/qapage.cfm. this text to attempt to clarify each jurisdiction\u2019s laws. 44. C. Tejada, \u201cGraduate Students at Private Universities Have Right to 19. Although government employees often face a no-strike clause, with Unionize, Agency Rules,\u201d Wall Street Journal (November 2, 2000), p. B- the exception of the air traffic controllers\u2019 case, such restrictions are 22; and A. Bernstein, \u201cBig Labor\u2019s Day of Reckoning,\u201d Business Week generally ineffective. Working to rules, \u201cblue flues,\u201d and recorded san- (March 7, 2005), pp. 65\u201366. itation, nursing, and teacher strikes across this country support the 45. This section based on G. R. King, \u201cNew Guidelines From the National contention that a no-strike clause is weak. Labor Relations Board Regarding Participative Management 20. United States Code Annotated, Title 18, Section 1961 (St. Paul, MN: Initiatives and Employee Committee,\u201d SHRM Legal Report (August West Publishing, 1984), p. 6. 2001). 21. Ibid., p. 228. 46. R. C. Kearney, \u201cPatterns of Union Decline and Growth: An Organiza- 22. United States Code Annotated, Title 29, Section 186 (St. Paul, MN: tional Ecology Perspective,\u201d Journal of Labor Research (Fall 2003), p. West Publishing, 1978), p. 17. 561. 23. U.S. Department of Labor, Office of the Inspector General, Semian- 47. Bureau of Labor Statistics, \u201cUnion Membership Annual News nual Report to the Congress April 1, 2002\u2013September 30, 2002 Release,\u201d (January 28, 2009), at http:\/\/www.bls.gov\/news.release\/ (Washington, DC: Government Printing Office, 2002). archives\/union2_01282009.htm. 24. Only pure grievance awards can be solely determined by the FLRA. 48. M. M. Clark, \u201cAFL-CIO Not Just Blue-Collar Stronghold, Report 25. M. M. Clark, \u201cNLRB Still Unsure How \u2018To Define\u2019 Supervisor,\u201d HR Says,\u201d SHRM Home (September 8, 2003), available online at Magazine (September 2003), pp. 23\u201324; J. E. Lyncheski and R. J. www.shrm.org\/hrnews. Andrykovitch, \u201cWho\u2019s a Supervisor?\u201d HR Magazine (September 2001), 49. An extensive discussion of Sunshine Laws can be found at Sunshine pp. 159\u2013168; and D. Foust, \u201cThe Ground War at FedEx,\u201d Business Week Review at http:\/\/sunshinereview.org\/index.php\/State_sunshine_laws. (November 28, 2005), pp. 42\u201343. 26. Elections may not be the only means of unionizing. In cases where a company has refused to recognize a union because of a past unfair labor practice, the NLRB may certify a union without a vote. 27. Adapted from S. P. Robbins and D. A. DeCenzo, Supervision Today, 4th ed. (Upper Saddle River, NJ: Prentice Hall, 2004), p. 434; M. K. Zachary, \u201cLabor Law for Supervisors: Union Campaigns Prove Sensi-","388 Endnotes 50. W. Zellner and A. Bernstein, \u201cUp Against the Wal-Mart,\u201d Business Week the Employment Relations Act of 2000,\u201d New Zealand Journal of (March 13, 2000), pp. 76\u201378. Industrial Relations (September 2003), p. 140. 55. Based on R. Fisher and W. Ury, Getting to Yes: Negotiating Agreement 51. U.S. Department of Labor, Employment and Earnings (January 2001), Without Giving In (Boston: Houghton Mifflin, 1981); J. A. Wall Jr., and and AFL-CIO, www.aflcio.org\/uniondifference\/uniondiff5.html. M. W. Blum, \u201cNegotiations,\u201d Journal of Management (June 1991), pp. 295\u201396; M. H. Bazerman and M. A. Neale, Negotiating Rationally 52. J. Smerd, \u201cUnion Membership Rises, but Quality of Jobs has (New York: Free Press, 1992); D. A. DeCenzo and S. P. Robbins, Changed,\u201d Workforce Management, (February 7, 2008). Fundamentals of Management, 5th ed. (Upper Saddle River, NJ: Prentice Hall, 2006), pp. 413\u2013416. 53. International Labour Organization Statistics, at www.ilo.org and P. Hall-Jones, \u201cUnionism and Economic Performance\u201d New Unionism 2007 found at www.newunionism.net accessed February 21, 2009. 54. See, for example, R. Harbridge, R. May, and G. Thickett, \u201cThe Current State of Play: Collective Bargaining and Union Membership Under","Glossary 360-degree appraisals Performance evaluations in which super- blind-box ad An advertisement that does not identify the advertis- visors, peers, employees, customers, and the like evaluate the ing organization. individual. bona fide occupational qualification (BFOQ) Job require- 4\/5ths rule A rough indicator of discrimination, this rule requires ments that are \u201creasonably necessary to meet the normal opera- that the number of minority members a company hires must tions of that business or enterprise.\u201d equal at least 80 percent of the majority members in the popula- tion hired. broad-banding Paying employees at preset levels based on their level of competency. absolute standards Measuring an employee\u2019s performance against established standards. burnout Chronic and long-term stress. acquisition The transfer of ownership and control of one organi- career The sequence of employment positions that a person has zation to another. held over his or her life. adverse (disparate) impact A consequence of an employment carpal tunnel syndrome A repetitive-motion disorder affecting practice that results in a greater rejection rate for a minority the wrist. group than for the majority group in the occupation. central tendency The tendency of a rater to give average ratings. adverse (disparate) treatment An employment situation where change agent Individual responsible for fostering the change protected group members receive treatment different from other employees in matters such as performance evaluations effort and assisting employees in adapting to changes. and promotions. checklist appraisal A performance evaluation in which a rater affirmative action A practice in organizations that goes beyond dis- checks off applicable employee attributes. continuance of discriminatory practices to include actively seek- Civil Rights Act of 1866 Federal law that prohibited discrimina- ing, hiring, and promoting minority group members and women. tion based on race. Age Discrimination in Employment Act (ADEA) This act pro- Civil Rights Act of 1964 Outlawed racial segregation and discrim- hibits arbitrary age discrimination, particularly among those over age 40. ination in employment, public facilities, and education. Civil Rights Act of 1991 Employment discrimination law that nul- agency shop A union security arrangement whereby employees must pay union dues to the certified bargaining unit even if they lified selected Supreme Court decisions. Reinstated burden of choose not to join the union. proof by the employer, and allowed for punitive and compen- satory damage through jury trials. Albemarle Paper Company v. Moody Supreme Court case that clari- Civil Service Reform Act Replaced Executive Order 11491 as the fied the methodological requirements for using and validating basic law governing labor relations for federal employees. tests in selection. classification method Evaluating jobs based on predetermined job grades. Americans with Disabilities Act of 1990 (ADA) Extends EEO code of ethics A formal document that states an organization\u2019s coverage to include most forms of disability, requires employers primary values and the ethical rules it expects organizational to make reasonable accommodations, and eliminates post\u2013job- members to follow. offer medical exams. collective bargaining The negotiation, administration, and inter- pretation of a written agreement between two parties, at least application form Company-specific employment form used to one of which represents a group that is acting collectively, and generate specific information the company wants. that covers a specific period of time. communications programs HRM programs designed to provide assessment center A facility where performance simulation tests information to employees. are administered. These include a series of exercises used for comparable worth Equal pay for jobs similar in skills, responsibil- selection, development, and performance appraisals. ity, working conditions, and effort. compensation administration The process of managing a com- attribution theory A theory of performance evaluation based on pany\u2019s compensation program. the perception of who is in control of an employee\u2019s perfor- compensation and benefits HRM function concerned with pay- mance. ing employees and administering the benefits package. compensation surveys Used to gather factual data on pay authorization card A card signed by prospective union members practices among firms and companies within specific com- indicating that they are interested in having a union election munities. held at their work site. competency-based compensation Organizational pay system that rewards skills, knowledge, and behaviors. baby boomers Individuals born between 1946 and 1965. comprehensive interview A selection device used to obtain in- background investigation The process of verifying information depth information about a candidate. comprehensive selection Applying all steps in the selection job candidates provide. process before rendering a decision about a job candidate. behavioral interview Observing job candidates not only for what compressed work week schedules Employees work longer days in exchange for longer weekends or other days off. they say but for how they behave. behaviorally anchored rating scales (BARS) A performance appraisal technique that generates critical incidents and devel- ops behavioral dimensions of performance. The evaluator appraises behaviors rather than traits. 389","390 Glossary conciliation and mediation Impasse resolution techniques using Drug-Free Workplace Act of 1988 Requires specific government- an impartial third party to help management and the union to related groups to ensure that their workplace is drug free. resolve the conflict. dues check-off Employer withholding of union dues from union concurrent validity Validating tests by using current employees as members\u2019 paychecks. the study group. economic strike An impasse that results from labor and manage- conditional job offer A tentative job offer that becomes perma- ment\u2019s inability to agree on the wages, hours, and terms and con- nent after certain conditions are met. ditions of a new contract. Consolidated Omnibus Budget Reconciliation Act (COBRA) employee assistance programs (EAPs) Specific programs Provides for continued employee benefits up to three years after designed to help employees with personal problems. an employee leaves a job. employee benefits Membership-based, nonfinancial rewards constraints on recruiting efforts Factors that can limit recruiting offered to attract and keep employees. outcomes. employee development Future-oriented training that focuses on construct validity The degree to which a particular trait relates to employee personal growth. successful job performance, as in IQ tests. employee handbook A booklet describing important aspects of consumer driven health plan (CDHP) Combines a health plan employment an employee needs to know. with a high deductible with a health savings account that the insured uses to pay for deductibles and medical care. employee monitoring An activity whereby the company keeps informed of its employees\u2019 activities. content validity The degree to which test content, as a sample, rep- resents all situations that could have been included, such as a employee referral A recommendation from a current employee typing test for a clerk typist. regarding a job applicant. contingent workforce The part-time, temporary, and contract employee relations function Activities in HRM concerned with workers used by organizations to fill peak staffing needs or per- effective communications among organizational members. form work not done by core employees. Employee Retirement Income Security Act (ERISA) Law passed continuous improvement Organizational commitment to con- in 1974 designed to protect employee retirement benefits. stantly improving quality of products or services. employee training Present-oriented training that focuses on indi- controlling Management function concerned with monitoring viduals\u2019 current jobs. activities to ensure goals are met. employment agencies Assists in matching employees seeking core competency Organizational strengths that represent unique work with employers seeking workers. skills or resources. employment-at-will doctrine Nineteenth-century common law core employees An organization\u2019s full-time employee population. that permitted employers to discipline or discharge employees at criterion-related validity The degree to which a particular selec- their discretion. tion device accurately predicts the important elements of work encounter stage The socialization stage where individuals con- behavior, as in the relationship between a test score and job front the possible dichotomy between their organizational performance. expectations and reality. critical incident appraisal A performance evaluation that focuses on key behaviors that differentiates between doing a job effec- Equal Employment Opportunity Act (EEOA) Granted enforce- tively or ineffectively. ment powers to the Equal Employment Opportunity cut score A scoring point below which applicants are rejected. Commission. decline or late stage The final stage in one\u2019s career, usually Equal Employment Opportunity Commission (EEOC) The arm marked by retirement. of the federal government empowered to handle discrimination in employment cases. defined benefit plan A retirement program that pays retiring employees a fixed retirement income based on average earnings Equal Pay Act of 1963 This act requires equal pay for equal work. over a period of time. establishment period A career stage in which one begins to search defined contribution plan No specific benefit payout is promised for work and finds a first job. because the value of the retirement account depends on the ethics A set of rules or principles that defines right and wrong growth of contributions of employee and employer. conduct. diary method A job analysis method requiring job incumbents to executive search firms Private employment agency specializing in record their daily activities. middle- and top-management placements. discipline A condition in the organization when employees con- exempt employees Employees in positions that are exempt from duct themselves in accordance with the organization\u2019s rules and standards of acceptable behavior. most employee protection outlined in the Fair Labor Standards Act, especially overtime pay. dismissal A disciplinary action that results in the termination of expatriate An individual who lives and works in a country of which an employee. he or she is not a citizen. exploration period A career stage that usually ends in the mid- documentation A record of performance appraisal process out- twenties as one makes the transition from school to work. comes. external career Attributes related to an occupation\u2019s properties or qualities. domestic partner benefits Benefits offered to an employee\u2019s live- extrinsic rewards Benefits provided by the employer, usually in partner. money, promotion, or benefits. downsizing An activity in an organization aimed at creating fact-finding The technique whereby a neutral third party conducts greater efficiency by eliminating certain jobs. a hearing to gather evidence and testimony from the parties regarding the differences between them. drug testing The process of testing applicants\/ employees to deter- mine if they are using illicit substances.","Glossary 391 Fair Credit Reporting Act of 1971 Requires an employer to notify HR generalist Position responsible for all or a large number of HR job candidates of its intent to check into their credit. functions in an organization. Fair Labor Standards Act (FLSA) Passed in 1938, this act estab- human resource information system (HRIS) A computerized lished laws outlining minimum wage, overtime pay, and maxi- system that assists in the processing of HRM information. mum hour requirements for most U.S. workers. human resource planning Process of determining an organiza- The Family and Medical Leave Act of 1993 (FMLA) Provides tion\u2019s human resource needs. employees in most organizations the opportunity to take up to twelve weeks of unpaid leave for family matters. imminent danger A condition where an accident is about to occur. implied employment contract Any organizational guarantee or Federal Mediation and Conciliation Service (FMCS) A govern- ment agency that assists labor and management in settling promise about job security. disputes. impression management Influencing performance evaluations flexible benefits A benefits program in which employees pick ben- by portraying an image desired by the appraiser. efits that most meet their needs. IMPROSHARE An incentive plan that uses a specific mathemati- flexible spending accounts Allow employees to set aside money cal formula for determining employee bonuses. before payroll taxes to pay for healthcare or dependent care. incidence rate Number of injuries, illnesses, or lost workdays as it flex time An alternative to traditional \u201c9 to 5\u201d work schedules relates to a common base of full-time employees. allows employees to vary arrival and departure times. individual incentive plans Motivation systems based on individ- forced-choice appraisal A performance evaluation in which the ual work performance. rater must choose between two specific statements about an individual interview method Meeting with an employee to deter- employee\u2019s work behavior. mine what his or her job entails. glass ceiling The invisible barrier that blocks females and minori- individual ranking Ranking employees\u2019 performance from high- ties from ascending into upper levels of an organization. est to lowest. globalization A process of interaction and integration among the individual retirement accounts (IRA) A type of defined contri- people, companies, and governments of different nations, driven by international trade and investment, accelerated by informa- bution plan with employer contributions. tion technology. initial screening The first step in the selection process whereby job golden parachute A financial protection plan for executives in inquiries are sorted. case they are severed from the organization. interest arbitration An impasse resolution technique used to set- graphic rating scale A performance appraisal method that lists tle contract traits and a range of performance for each. intergroup development Helping members of various groups grievance procedure A complaint-resolving process contained in become a cohesive team. union contracts. internal search A promotion-from-within concept. interviewer bias Image created by reviewing materials such as the Griggs v. Duke Power Company Landmark Supreme Court decision stating that tests must fairly measure the knowledge or skills r\u00e9sum\u00e9, application, or test scores prior to the actual interview. required for a job. intrinsic rewards Satisfactions derived from the job itself, such as group incentive Motivational plan provided to a group of employ- pride in one\u2019s work, a feeling of accomplishment, or being part ees based on their collective work. of a team. group interview method Meeting with a number of employees to job analysis Provides information about jobs currently being done collectively determine what their jobs entail. and the knowledge, skills, and abilities that individuals need to perform the jobs adequately. halo error The tendency to let our assessment of an individual on one trait influence our evaluation of that person on other job description A statement indicating what a job entails. specific traits. job design Refers to the way that the position and the tasks within Hawthorne studies A series of studies that provided new insights that position are organized, including how and when the tasks are into group behavior and motivation. done and any factors that affect the work such as in what order the tasks are completed and the conditions under which the tasks are Health Insurance Portability and Accountability Act of 1996 completed. (HIPAA) Ensures confidentiality of employee health information. job enrichment Enhancing jobs by giving employees more oppor- tunity to plan and control their work. Health maintenance organization (HMO) Provides comprehen- job evaluation Specifies the relative value of each job in the orga- sive health services for a flat fee. nization. job fairs Events attended by employer representatives or recruiters Holland vocational preferences model Represents an individual with the goal of reaching qualified candidates. occupational personality as it relates to vocational themes. job rotation Moving employees horizontally or vertically to expand their skills, knowledge, or abilities. honesty test A specialized question-and-answer test designed to job sharing Two people share one job by splitting the work week assess one\u2019s honesty. and the responsibilities of the position. job specification Statements indicating the minimal acceptable host-country national (HCN) A citizen of the host country hired qualifications incumbents must possess to successfully perform by an organization based in another country. the essential elements of their jobs. hostile environment harassment Offensive and unreasonable kaizen The Japanese term for an organization\u2019s commitment to situations in the workplace that interfere with the ability continuous improvement. to work. hot-stove rule Discipline, like the consequences of touching a hot stove, should be immediate, provide ample warning, be consis- tent, and be impersonal.","392 Glossary karoshi A Japanese term meaning death from overworking. multinational corporations (MNCs) Corporations with signifi- Kirkpatrick\u2019s model Evaluates the benefits of training for skills that cant operations in more than one country. are hard to quantify, such as attitudes and behaviors pre\u2013post- musculoskeletal disorders (MSDs) Continuous-motion disor- training performance with control group method Evaluating ders caused by repetitive stress injuries. training by comparing pre- and post-training results with in knowledge workers Individuals whose jobs are designed around National Institute for Occupational Safety and Health the acquisition and application of information. (NIOSH) The government agency that researches and sets OSHA standards. labor union Acts on behalf of its members to secure wages, hours, and other terms and conditions of employment. National Labor Relations Board (NLRB) Established to admin- ister and interpret the Wagner Act, the NLRB has primary Landrum-Griffin Act of 1959 Also known as the Labor and Man- responsibility for conducting union representation elections. agement Reporting and Disclosure Act, this legislation protected union members from possible wrongdoing on the part of their nonexempt employees Employees who are covered by the Fair unions. It required all unions to disclose their financial statements. Labor Standards Act, including overtime pay and minimum wage provisions of the act. late-career stage A career stage in which individuals are no longer learning about their jobs nor expected to outdo levels of perfor- observation method A job analysis technique in which data are mance from previous years. gathered by watching employees work. leading Management function concerned with directing the work offshoring The process of moving jobs out of one country and in of others. to another country. learning organization An organization that values continued learn- online r\u00e9sum\u00e9s R\u00e9sum\u00e9s created and formatted to be posted on ing and believes a competitive advantage can be derived from it. online r\u00e9sum\u00e9 or job sites. leased employees Individuals hired by one firm and sent to work open shop Employees are free to join the union or not, and those in another for a specific time. who decline need not pay union dues. legally required benefits Employee benefits mandated by law. ordering method Ranking job worth from highest to lowest. leniency error Performance appraisal distortion caused by evalu- organization culture The system of sharing meaning within the ating employees against one\u2019s own value system. organization that determines how employees act. lockout A situation in labor\u2013management negotiations whereby organization development (OD) The part of HRM that addresses management prevents union members from returning to work. system-wide change in the organization. organization-wide incentive A motivation system that rewards all maintenance function Activities in HRM concerned with main- taining employees\u2019 commitment and loyalty to the organization. facility members based on how well the entire group performed. organizing A management function that deals with determining maintenance of membership Requires an individual who chooses to join a union to remain in the union for the duration of the what jobs are to be done, by whom, where decisions are to be existing contract. made, and how to group employees. orientation Activities that introduce new employees to the organi- management The process of efficiently completing activities with zation and their work units. and through people. outsourcing Sending work \u201coutside\u201d the organization to be done by individuals not employed full time with the organization. management by objectives (MBO) A performance appraisal method that includes mutual objective setting and evaluation paired comparison Ranking individuals\u2019 performance by count- based on the attainment of the specific objectives. ing the times any one individual is the preferred member when compared with all other employees. management thought Early theories of management that pro- moted today\u2019s HRM operations. pay-for-performance programs Rewarding employees based on their job performance. Marshall v. Barlow\u2019s, Inc. Supreme Court case that stated an employer could refuse an OSHA inspection unless OSHA had a peer evaluation A performance assessment in which co-workers search warrant to enter the premises. provide input into the employee\u2019s performance. McDonnell-Douglas Corp. v. Green Supreme Court case that led to a Pension Benefit Guaranty Corporation (PBGC) The organiza- four-part test used to determine if discrimination has occurred. tion that lays claim to corporate assets to pay or fund inadequate pension programs. medical\/physical examination An examination to determine an applicant\u2019s physical fitness for essential job performance. performance-based rewards Rewards exemplified by the use of commissions, piecework pay plans, incentive systems, group mentoring or coaching Actively guiding another individual. bonuses, or other forms of merit pay. merger Joining ownership of two organizations. merit pay An increase in pay, usually determined annually. performance simulation tests Work sampling and assessment metamorphosis stage The socialization stage during which the centers evaluation abilities in actual job activities. new employee must work out inconsistencies discovered during perquisites Attractive benefits, over and above a regular salary, the encounter stage. granted to executives, also known as \u201cperks.\u201d mid-career stage A career stage marked by continuous improve- ment in performance, leveling off in performance, or beginning planning A management function focusing on setting organiza- deterioration of performance. tional goals and objectives. mission statement A brief statement of the reason an organiza- tion is in business. plateaued mid-career Stagnation in one\u2019s current job. motivation function Activities in HRM concerned with helping point method Breaking down jobs based on identifiable criteria employees exert at high energy levels. and the degree to which these criteria exist on the job.","Glossary 393 point-of-service (POS) Health care plan that includes primary reliability A selection device\u2019s consistency of measurement. care physicians but allows greater flexibility for using services repetitive stress injuries Injuries sustained by continuous and out of the network. repetitive movements of the hand. Polygraph Protection Act of 1988 Prohibits the use of lie detec- replacement chart HRM organizational charts indicating posi- tors in screening all job applicants. tions that may become vacant in the near future and the individ- Position Analysis Questionnaire (PAQ) A job analysis technique uals who may fill the vacancies. that rates jobs on elements in six activity categories. representation certification (RC) The election process whereby employees vote in a union as their representative. post-training performance method Evaluating training pro- representation decertification (RD) The election process whereby grams based on how well employees can perform their jobs after union members vote out their union as their representative. training. reverse discrimination A claim made by white males that minor- ity candidates are given preferential treatment in employment prearrival stage This socialization process stage recognizes that decisions. individuals arrive in an organization with a set of organizational right to work laws Prohibit union membership as a condition of values, attitudes, and expectations. employment. rightsizing Linking employee needs to organizational strategy. predictive validity Validating tests by using prospective applicants role ambiguity When an employee is not sure what work to do. as the study group. role conflicts Expectations that are difficult to reconcile or achieve. role overload When an employee is expected to do more than time preferred provider organizations (PPOs) Organization that permits. requires using specific physicians and health-care facilities to contain the rising costs of health care. Sarbanes-Oxley Act Establishes procedures for public companies regarding how they handle and report their finances. Pregnancy Discrimination Act of 1978 Law prohibiting discrim- ination based on pregnancy. Scanlon Plan An organization-wide incentive program focusing on cooperation between management and employees through pre\u2013post-training performance method Evaluating training sharing problems, goals, and ideas. programs based on the difference in performance before and after training. scientific management A set of principles designed to enhance worker productivity. pre\u2013post-training performance with control group method Evaluating training by comparing pre- and post-training results seniority systems Decisions such as promotions, pay, and layoffs are with individuals. made on the basis of an employee\u2019s seniority or length of service. Privacy Act of 1974 Requires federal government agencies to sexual harassment Anything of a sexual nature that creates a con- make information in an individual\u2019s personnel file available to dition of employment, an employment consequence, or a hostile him or her. or offensive environment. proactive personality Describing those individuals who are more shared services Sharing HRM activities among geographically dis- prone to take actions to influence their environment. persed divisions. professional employer organization Assumes all HR functions sick building An unhealthy work environment. of a client company by hiring all of its employees and leasing similarity error Evaluating employees based on the way an evalua- them back to the company. tor perceives himself or herself. progressive discipline A system of improving employee behavior simulation Any artificial environment that attempts to closely that consists of warnings and punishments that gradually become more severe. mirror an actual condition. social security Retirement, disability, and survivor benefits paid by qualified privilege The ability for organizations to speak candidly to one another about employees or potential hires. the government to the aged, former members of the labor force, the disabled, or their survivors. quality management Organizational commitment to continuous socialization or onboarding A process of adaptation that takes process of improvement that expands the definition of customer place as individuals attempt to learn the values and norms of to include everyone involved in the organization. work roles. staffing function Activities in HRM concerned with seeking and quid pro quo harassment Some type of sexual behavior is hiring qualified employees. expected as a condition of employment. strategic human resource management Aligning HR policies and decisions with the organizational strategy and mission. Racketeer Influenced and Corrupt Organizations Act (RICO) strengths An organization\u2019s best attributes and abilities. Law passed to eliminate any influence on unions by members of stress A dynamic condition in which an individual confronts an organized crime. opportunity, constraint, or demand related to a desire and per- ceives the outcome both uncertain and important. Railway Labor Act Provided the initial impetus to widespread col- stressor Something that causes stress in an individual. lective bargaining. structured questionnaire method A specifically designed question- naire on which employees rate tasks they perform in their jobs. realistic job preview (RJP) A selection device that allows job can- summary plan description (SPD) An ERISA requirement of didates to learn negative as well as positive information about explaining to employees their pension program and rights. the job and organization. survey feedback Assessment of employees\u2019 perceptions and atti- tudes regarding their jobs and organization. reasonable accommodations Changes to the workplace that allow qualified workers with disabilities to perform their jobs. recruiter Represent employer to prospective applicants at colleges and job fairs. recruiting The process of seeking sources for job candidates. relative standards Evaluating an employee\u2019s performance by com- paring the employee with other employees.","394 Glossary suspension A period of time off from work as a result of a discipli- validity The proven relationship of a selection device to relevant nary process. criterion. SWOT analysis A process for determining an organization\u2019s vesting rights The permanent right to pension benefits. strengths, weaknesses, opportunities, and threats. wage structure A pay scale showing ranges of pay within each grade. Taft-Hartley Act Amended the Wagner Act by addressing employ- Wagner Act Also known as the National Labor Relations Act of ers\u2019 concerns in terms of specifying unfair union labor practices. 1935, this act gave employees the right to form and join unions team-based compensation Pay based on how well the team and to engage in collective bargaining. performed. Wards Cove Packing Company v. Atonio A notable Supreme Court case that had the effect of potentially undermining two decades technical conference method A job analysis technique that of gains made in equal employment opportunities. involves extensive input from the employee\u2019s supervisor. weaknesses Resources an organization lacks or activities it does poorly. telecommuting Using technology to work in a location other than weighted application form A special type of application form the traditional workplace. that uses relevant applicant information to determine the likeli- hood of job success. Title VII The most prominent piece of legislation regarding HRM, wellness programs Organizational programs designed to keep it states the illegality of discriminating against individuals based employees healthy. on race, religion, color, sex, or national origin. whistle-blowing A situation in which an employee notifies authorities of wrongdoing in an organization. training and development function Activities in HRM concerned wildcat strike An unauthorized and illegal strike that occurs dur- with assisting employees to develop up-to-date skills, knowl- ing the terms of an existing contract. edge, and abilities. work process engineering Radical, quantum change in an organi- zation. type A behavior Personality type characterized by chronic urgency work sampling A selection device requiring the job applicant to and excessive competitive drive. perform a small sampling of actual job activities. Worker Adjustment and Retraining Notification (WARN) type B behavior Personality type characterized by lack of either Act of 1988 Specifies for employers\u2019 notification require- time urgency or impatience. ments when closing down a plant or laying off large numbers of workers. unemployment compensation Employee insurance that provides workers\u2019 compensation Employee insurance that provides some income continuation in the event an employee is laid off. income continuation if a worker is injured on the job. workforce diversity The varied personal characteristics that make Uniformed Services Employment and Reemployment Rights the workforce heterogeneous. Act of 1994 (USERRA) Clarifies and strengthens the rights of workplace romance A personal relationship that develops at veterans to return to their jobs in the private sector when they work. return from military service. written verbal warning Temporary record that a verbal reprimand has been given to an employee. union Organization of workers, acting collectively, seeking to pro- written warning First formal step of the disciplinary process. tect and promote their mutual interests through collective bar- gaining. union security arrangements Labor contract provisions designed to attract and retain dues-paying union members. union shop Any nonunion workers must become dues-paying members within a prescribed period of time. upward appraisal Employees provide frank and constructive feed- back to their supervisors.","Company Index A mentoring programs, 215 judging employees\u2019 off-the-job habits, 9 Abbott Laboratories, 305 racist e-mail lawsuit, 9 as multinational in 1920s, 4 Abercrombie & Fitch, 32, 58, 81 Clarke and Associates, 120 performance evaluations, 256 Accenture, 47 Coca-Cola Company shared HRM services, 48 Accountemps, 145 blog of, 9, 10 Forklift Systems, Inc., 75 Achen, Chap (Best Buy), 111 cultural audits, 12 Four Seasons Resorts and Addeco, 142 industrial athlete programs, 313 ADP, 47 OFCCP audits, 77\u201378 Hotels, 3, 6, 7, 161 Aetna, 295 revenue from foreign operations, 4 Freddie Mac, 277 AFLAC, 4 workplace chaplains, 327 Fudge, Ann (Kraft Foods; Young and AIG, 22, 277 Compaq, 22 Albemarle Paper Company, 69\u201370 The Container Store, 133 Rubicam), 226 Allstate Insurance, 215 Cook Children\u2019s Health Care American Airlines, 47, 179 G American Express, 9, 136 System, 250 Gates, Bill (Microsoft), 222 American Red Cross, 30 Corning, 170 Gateway Coal, 386n7 Anheuser-Busch, 118 Costco, 49, 58 Genentech, 309 Apple Computer, 58, 221 Craigslist, 139, 144 General Electric, 4, 29, 48, 242, 250 AT&T, 15, 114, 118, 221, 250 CSX, 58 General Foods, 226 Aveda, 32 General Mills, 75, 170, 215 D General Motors, 196 B Dagit, Deborah (Merck & Gillette, 4 Bank of America, 12, 22, 118, 194, 264 Google, 35, 58, 113, 183, 186 Barlow\u2019s Inc., 316 Co.), 11 Griswell, Barry (Principal Financial Baxter International, 25 Delta Airlines, 298 Bear Stearns, 278 DeVries, Jim (Principal Financial Group), 209 Ben & Jerry\u2019s, 134 Grubb, Carla (Abercrombie & Best Buy, 58, 111, 118, 126\u2013127, 277 Group), 209 BF Goodrich Co., 402n4 Dice.com, 144 Fitch), 81 Blake, Frank (Home Depot), 29 Disney, 58, 135 Blank, Arthur (Home Depot), 29 Dow Chemical, 250 H Blue Cross and Blue Shield, 295 Duke Power Company, 59, 69 Hallmark, 30 Blue Cross and Blue Shield of DuPont, 75, 250, 332\u2013333 Halmar International, 57\u201358 Hamilton Funeral Home, 226 Michigan, 96\u201397 E Hance, Steve (Best Buy), 112 BMW, 4 Eastern Airlines, 298 Harley Davidson, 117 Boeing Company, 15, 94, 313, 355 e-Bay, 222 Harpo Productions, 222 Boone, Garrett (The Container Store), 133 Electromation, 358\u2013359 Hayes, David (Skyline Brady, Tom (New England Patriots Ellerth, Kimberly (Burlington Industries), 75 Ellison, Larry (Oracle), 278 Construction), 275 quarterback), 15 Enron, 22, 23 Hewlett Packard, 22, 242 Burger King, 76 Enspire, 183 High-5-Tech, 152 Burlington Industries, 75 Epstein Becker & Green, 262 Home Depot Ernst & Young, 144 C Exxon Mobile, 221, 250 blending large size and agility, 15 Cady, Wayne (IMC Mortgage), 85 discrimination lawsuits, 58 Capital One, 242 F DOL recognition for reemploying CareerBuilder, 7, 139, 144 Facebook, 144, 161, 167 Casey, James (UPS), 205\u2013206 Fannie Mae, 277 veterans, 58 Caterpillar, 356 Fast Company, 112 drug testing, 90 Catfish Bend Casino, 107 Federal Express and housing downturn, 119 Central Station Casino, 72 layoffs of workers and HR Chamberlin Rubber, 274\u2013275 delivery drivers, 313 Champion Company, 226 discrimination lawsuits against, 58, 81\u201382, staff, 29, 48 The Cheesecake Factory, 200 performance evaluations in Chevron, 9 372n97 Christensen, Robert (Champion Company; eliminating sexual harassment, 75 Mexico, 253 self-managed teams, 170 Honda, 221 Hamilton Funeral Home), 226 workforce diversity, 12, 13 Honolulu Police Department, 151 Cigna, 295 Fiat, 4 Hsieh, Tony (Zappos), 187 Cisco Systems, 58, 143, 144, 277 Firestone, 356 Hyundai, 32 Citigroup FirstMerit Bank, 283 Floersch, Rich (McDonald\u2019s), 136 I bonuses for executives, 277 Ford, Tommy (High-5-Tech), 152 IBM effect of globalization, 13 Ford Motor Company job cuts, 118 appraisal system, 242 cultural audits, 12 job cuts, 118 downsizing, 15 401(k) programs, 300 job fair participation, 143 mission statement, 113 providing HR services, 47 395","396 Company Index Standard Oil, 332\u2013333 Starbucks, 31, 192, 265 IBM (continued ) predicting labor needs, 117\u2013118 Steward, David (Catfish Bend upward communication psychological characteristics of via online survey, 44 Casino), 107 founder, 222 Strakosch, Greg (TechTarget), 52 IMC Mortgage, 85 Mitsubishi, 74 Struck, Harry (IMC Mortgage), 85 Monster, 139, 144 Sullivan, Stacy (Google), 186 J Morgan Stanley, 9 Sun Microsystems, 183, 186, 242 Jackson, Brian (Tyson\u2019s), 326 Motherwear, 170 Synygy, Inc., 256 Jiffy Lube, 76 Motorola, 90 John Deere, 4, 356 Mulligan, Tim (San Diego Zoological T Johns Hopkins University School of Tampa Rays, 247 Society), 231 Target Corporation, Medicine, 205 Myresume.org, 147 Johnson & Johnson, 144, 277, 333 MySpace, 183 5, 29, 58 J. Weingarten, Inc., 101 TechTarget, 52 N 3M, 221 K Nabisco, 250 Tindell, Kip (The Container Kaiser Aluminum, 71 Nardelli, Robert (Home Depot), 29 Kelly Services, 142, 145 National Cash Register Company (NCR), 97 Store), 133 Kia Motors America, 103 Nexus, 114 Tovar, David (Wal-Mart), 364 Knight-Ridder, 114 Nokia, 117, 250 Toyota, 4, 125, 170 Kodak, 10, 332\u2013333 Nordstrom, 32 Tuschman, Richard (Epstein Becker & Kraemer, Harry Jansen (Baxter O Green), 262 International), 25 Occidental Petroleum, 277 TWA, 298 Kraft Foods, 226 Odgers Ray & Berndtson, 142 Tyco, 22 Oiler, Peter (Winn-Dixie Stores), 107\u2013108 Tyson\u2019s, 326 L Oracle, 103, 278 Lamale, Ellen (Principal Financial Otis Elevator, 250 U Unilever, 4, 147 Group), 209 P United Airlines, 298 Lehman Brothers, 278 Pension Benefit Guaranty Corporation United HealthCare, 295 Levi-Strauss, 75 UPS Limited Brands, 277 (PBGC), 298 Lincoln Electric, 274 PeopleSoft, 103 delivery drivers, 313 Linco Tool and Die, PepsiCo, 15 discrimination lawsuits, 58 Perdue Farms, 170 employee training, 205\u2013206 338\u2013339 Perot Systems, 58 401(k) contributions, 300 LinkedIn, 144, 161, 167 Pfizer, 250 internal promotions, 137 Lowe\u2019s, 160 Philadelphia Phillies, 30 PDA use, 248 Pongoresume.com, 147 strike against, 341 M Pratt and Whitney, 250 360-degree appraisals, 250 MacKay Radio, 355 Principal Financial Group, 138, 209, 212 US Airways, 298 Macy\u2019s, 300 Priority Staffing Solutions, 151\u2013152 U.S. Postal Service, 313 Maddon, Joe (Tampa Rays), 247 Pronovost, Peter (Johns Hopkins University Manpower, 142, 144, 145 V March of Dimes, 113 School of Medicine), 205 Verizon Wireless, 215 Marcus, Bernie (Home Depot), 29 Vest, Valarie (Principal Financial Marriott, 10, 58 R Mary Kay Cosmetics, 13 Radio Shack, 103 Group), 209 MassMutual, 119 Remington, 4 VisualCV.com, 147 Mattel, 118 Ressler, Cali (Best Buy), 111 Maurer, Christopher (FirstMerit Right Management, 212 W Robert Half International, 167 Wachovia, 22 Bank), 283 Royal Dutch\/Shell, 4 Wagoner, G. Richard (GM), 196 Maytag, 21 Wainstein, Deborah (Priority Staffing McDonald\u2019s restaurants, 4, 136, S San Diego Zoological Society, 231 Solutions), 151\u2013152 137\u2013138, 144 Sartain, Libby (Yahoo!), 13 Walgreens McDonnell-Douglas Corp., 67 Schaub, Marian (FedEx), 81\u201382 Mercedes, 4 Scott\u2019s Miracle Gro, 334 discrimination lawsuits, 58 Merck & Co., 11 Sears, 15 Wal-Mart Merck Pharmaceuticals, 12 7-Eleven, 300 Meritor Savings Bank, 74, 75 Siemens, 4 in China, 78 Merrill Lynch, 22, 277, 278 Singer, 4 cost differential organizational Microsoft Skyline Construction, 275 Smith, William (Boeing), 313 strategy, 32 adventure training for employee Society of Human Resource discrimination lawsuits, 58, 76\u201377 development, 194 DOL recognition for reemploying veterans, 58 Management, 13 HR service centers, 29 appraisal system, 242 Southwest Airlines, 13, 117, 161 and labor unions, 364 compensation surveys, 270 Sprint, 30, 300 lawsuits of underpaid employees, 265 discrimination lawsuits, 58 promotion from within, 215 Facebook presence, 144 revenue from foreign operations, 4 importance of employees, 30 strengths and weaknesses, 113 job fair participation, 143","Company Index 397 Wards Cove Packing Company, 70 Whole Foods Markets, 194 Y Webkinz, 32 Willyerd, Karie (Sun Microsystems), 183 Yahoo!, 13 Wegmans, 138 Winfrey, Oprah (Harpo Productions), Yahoo! HotJobs, 139, 144 Wells Fargo, 22, 194 Young and Rubicam, 226 Whirlpool Corporation, 333, 386n7 222 Whitman, Meg (e-Bay), 222 Winn-Dixie Stores, 107\u2013108 Z WorldCom, 22 Zappos, 187, 309","Subject Index A and applicants\u2019 medical\/physical examination Astrue, Michael, 291 results, 168 attendance problems, discipline for, 101 AARP (American Association of Retired attribution theory on error in appraisals, 244, Persons), 209, 375n26 application of, 372n5 and drug testing applicants, 91 246\u2013247 absolute standards appraisal methods, 237\u2013241, EEOC enforcement, 73 audit compliance reviews by the OFCCP, 77\u201378 248\u2013249, 254 and job descriptions, 123 Australia and labor unions, 348 accidents in the workplace, 316. See also OSHA; overview, 39, 61, 62\u201363, 79 arbitration in contract bargaining safe and healthy work sites and performance management, 235 process, 361 reasonable accommodations, 11, 12, 57, 63, accommodations. See reasonable HRM practices, 78, 80 accommodations 370n43 individualist culture, 5, 253 undue hardship, 63, 370n28 minimum wage rates, 280 accountability systems for workforce and veterans with disabling injuries, 57 sexual harassment lawsuits, 74 diversity, 12 Antonio, Wards Cove Packing Company v., 70 vacation and holiday leave, 301 Apple iPhone, 248 Austria, 301 ACFTU (All-China Federation of Trade applicant-centered criteria in job ads, 140\u2013141 authorization cards for union organizing Unions), 361, 364 applicants assessment centers for testing, 160 campaigns, 350 achieved performance outcome appraisals, background investigations of, 165\u2013167, 177 243\u2013244 and blind-box ads, 140 B drug testing, 90\u201391, 104\u2013105, 168 baby boomers (born 1946\u20131965), 11, 135, 291 achieved status cultures, 5 job selection decision of, 170 background investigation of applicants, acquisitions, 21\u201322 personal job searches, 147\u2013149 ADA. See Americans with Disabilities Act pool of candidates, 134 165\u2013167, 177 ADA Amendments Act (ADAAA\u20142008), 63 preemployment testing, 160\u2013161 bait-and-switch recruitment, 164 ADEA (Age Discrimination in Employment Act unsolicited, 143 Bakke v. The Regents of the University of California at See also interviewing applicants; recruiting; of 1967), 39, 61, 62, 348, 370n19 Davis Medical School, 71 ADEA (Age Discrimination in Employment Act selection process balance-sheet approach to international application form analysis, 159\u2013160 of 1978), 61, 68, 73, 117, 370n18 application forms, 157, 159\u2013160, 161, 177 compensation, 279\u2013280, 281 administrative services, 40 appraisals bargaining in good faith, 347 advance warning prior to formal disciplinary Barlow\u2019s, Inc., Marshall v., 316 factors that distort, 239\u2013240, 244\u2013247, 251, 255 BARS (behaviorally anchored rating scales), action, 100 of international performance, 253, 255 adventure training for employee the meeting, 237, 251\u2013252, 255 240\u2013241, 256 methods, 237\u2013242 base pay for international compensation, development, 195 overview, 234 adverse (disparate) impact, 61, 79, 137, process, 231, 236\u2013237, 244\u2013247, 254 279\u2013280 See also feedback behavioral interviews, 104 370n17, 370n47 appraisers behaviorally anchored rating scales (BARS), adverse (disparate) treatment, 61, 79, 370n47. bias and distortion in appraisals, 239\u2013240, 240\u2013241, 256 See also discrimination 244\u2013247, 251, 255 behavior-based measures of performance, 248 advertisements for recruiting applicants, 137, focusing on the individual, 234\u2013235 Belgium, 74, 361 focusing on the process, 235 benchmark positions, 131 139\u2013141, 150, 152 ineffective appraisals, 251 benefits. See employee benefits affirmative action programs, 59\u201360, 65, rating selectively, 251 benefits administrator, 42 training, 251 benefits offerings, contemporary, 288, 289 71, 79, 140 using multiple raters, 249\u2013250, 382n37 \u201cBest Companies to Work For\u201d (Fortune AFL-CIO, 360, 365, 389n29 apprenticeship as employee training AFL-CIO Union Summer Program, 358 magazine), 3, 133, 138, 209, 309 Age Discrimination in Employment Act method, 191 BFOQ (bona fide occupational qualification) arbitration for labor-management disputes, (ADEA\u20141967), 39, 61, 62, 348, 370n19 defense against discrimination charges, Age Discrimination in Employment Act 355\u2013356 68, 159, 370n43 artistic vocational preference characteristic, bias and distortion in appraisals, 239\u2013240, (ADEA\u20141978), 61, 68, 73, 117, 370n18 244\u2013247, 251, 255 agency shops, 344 220\u2013221 BlackBerry, 8, 93, 248 age-related BFOQ, 68 asbestos, 326 blind-box ads, 139\u2013140 aging of the workforce, 11 ascribed status cultures, 4\u20135 blogs and blogging policy, 10 AIDS and ADA, 63 assessment centers for applicants, 160, 177 Blue Cross and Blue Shield of Michigan, Toussaint v., airline industry, National Mediation Board assistance programs as international compen- 96\u201397 bona fide occupational qualification (BFOQ) for, 388n14 sation, 280 defense against discrimination charges, 68, airport security screeners, 130, 269 assistant-to positions for employee 159, 370n43 air traffic controllers strike, 356, 357\u2013358, bonuses. See rewards development, 193 \u201cbranding\u201d strategy, employment, 35, 135, 389n41 ASTD (American Society for Training and 136, 170 Albemarle Paper Company v. Moody, 69\u201370 Brazil, 77, 175, 253, 357 Aline v. Nassau County, 63 Development), 45, 53, 193, 194 breach of good faith defense to employment- All-China Federation of Trade Unions at-will discharge, 97 (ACFTU), 361, 364 allocation of resources, 30 American Association of Retired Persons (AARP), 209, 375n26 American Management Association, 93\u201394 American Society for Training and Development (ASTD), 45, 53, 193, 194 Americans with Disabilities Act (ADA\u20141990) 398","Subject Index 399 broad-banding (pay bands), 275\u2013276 HRM practices, 78 constraints leading to stress, 328\u2013329 bronchiolitis obliterans, 317 performance metrics in, 254 constraints on recruiting efforts, 135\u2013136, 149 Bureau of Labor Statistics (DOL) unionization in, 361 construct validity of selection activities, 172 Wal-Mart and unions in, 364 consultants, 17, 48, 145\u2013146, 197\u2013198 on career possibilities, 45, 219 women in senior management, 175 consumer-driven health plans (CDHPs), 295 on costs of employee benefits, 288\u2013290 Chinese Labor Contracts Law, 78 Consumer Price Index (CPI), 272 on paid sick leave, 302 CIP (Community Internship Program), 205\u2013206 Consumer Product Safety Act, 92 on unfilled jobs in 2014, 14 City of Boca Raton, Faragher v., 74, 371n82 Content Model of O*NET, 121\u2013122 wage data, 270 Civil Rights Act (1866), 39, 58 content valid selection activities, 171 business necessity defense against Civil Rights Act (1964), 39, 59\u201361, 79, 159. contingent workforce, 15\u201318, 24 continuous improvement programs, discrimination charges, 68 See also Title VII of the Civil Rights Act Civil Rights Act (1991) 18\u201320, 23\u201324 C contract administration, labor, 353\u2013354 calm waters vs. white-water rapids metaphor, and Alaska salmon canneries labor practices, 70 contractual relationship between employee EEOC enforcement, 73 195\u2013196 and interviewing applicants, 159 and employer, 96 Canada, 5, 78, 334, 361, 364 jury trials for cases filed under, 369n7 contract workers, 15 Canadian Human Rights Act, 78 maximum reward under federal act, 371n80 control group method of pre\u2013post-training CareerBuilder.com, 7, 139, 144 overview, 39, 61, 63\u201364 career days on school campuses, 143, 176 Civil Service Reform Act (1978), 349, 362 performance evaluation, 201 career development classification method of job evaluation, controlling aspect of management, 30, 31 conventional vocational preference career stages, 214, 216\u2013219 268\u2013269 employee development vs., 211, 224 Clinton, Bill, 389n41 characteristic, 220\u2013221 enhancing your career, 223 closed union shops, 347, 388n8 core competency, 113 and job analysis, 125 CNN\u2019s top 25 innovations list, 5\u20136 core employees, 16, 17\u201318 mentoring or coaching, 198, 206, 213, 215 coaching employees, 198, 206, 213, 215. See also core-plus options flexible benefits plans, 306 overview, 36, 210\u2013211, 224 corporate ethicist, 49. See also ethical issues Principal Financial Group\u2019s equal career career development corporate greed, 49\u201350 COBRA (Consolidated Omnibus Budget corporate image, 135 opportunities, 209 corrective action, 237 value for the individual, 212\u2013213, 214, 224 Reconciliation Act of 1986), 39, 296\u2013297 corrective vs. punitive discipline, 99 value for the organization, 211\u2013212, 224 code of ethics, 23 correlation coefficients, 173, 377n44 See also careers and career choices; employee collective bargaining, 273, 342\u2013343, 351\u2013356, cost differential organizational strategy, 32\u201333 cost of living, 272, 280 development 362\u2013363, 389n29 cost-of-living raises, 274 career development program, value of, 210\u2013213 collectivist cultures, 5, 253 counseling employees, 108\u2013109, 333. See also career events, external and internal, 213, 214 colleges, recruiting from, 142\u2013143 CareerOneStop Web site (DOL), 142 Columbia (country), 5 career development; employee assistance careers and career choices committee assignment for employee programs co-worker feedback, 257 career planning, 227\u2013228 development, 193 co-worker mentoring, 215 choices and preferences, 219\u2013222 communication CPI (Consumer Price Index), 272 entrepreneurs, 222 credit references, 165 external career, 213 about pay structure, 273 criminal records, checking, 166 Holland vocational preferences model, 220\u2013221 anticipating conflicts, 18 criterion-related validity of selection HRM as, 45 defining inappropriate material, 8\u20139 activities, 172 matching your desires and skills, 219\u2013222, and employee retention, 37\u201338 cross-cultural training and development, of expectations, 236 201\u2013202, 203 223, 224 and globalization, 6 cultural environments, 4\u20135, 23, 201\u2013202, 203, Myers-Briggs Type Indicator, 221\u2013222 technology\u2019s effect on, 8 253. See also organization culture overview, 209\u2013210, 213, 224 communications programs, 37\u201338, 43\u201344 Curriculum Vitae (CV). See r\u00e9sum\u00e9s Schein anchors, 221 Communications Workers, 357 customer intimacy organizational strategy, career stages, 214\u2013219, 224 Community Internship Program (CIP), 205\u2013206 32\u201333 carpal tunnel syndrome, 328 comparable worth issue, 76\u201377 customer\/market focus organizational strategy, cars. See rewards compensation. See employee compensation 32\u201333 case-study analysis for employee development, compensation administration, 264\u2013267, 281 customers, 18 compensation and benefits area of HR cut scores and labor supply, 172, 173\u2013174, 194\u2013195 377n45 Casey-Kirschling, Kathleen, 291 department, 40, 42 CV (Curriculum Vitae). See r\u00e9sum\u00e9s CBS news program, 60 Minutes, 111 compensation surveys, 270 cyberloafing, 330 CDC (Center for Disease Control), 63, 335 competency-based compensation, 275\u2013276, 281 CDHPs (consumer-driven health plans), 295 competency tests, U.S. Supreme Court ruling D Center for Disease Control (CDC), 63, 335 Davis, Washington v., 59, 70 central tendency error in appraisals, 244, on, 59 Davis-Bacon Act (1931), 39 competitive intelligence, 114 decentralization of work sites, 8 245\u2013246 comprehensive selection approach, 168\u2013169 deferred compensation, 278 CEO\u2019s role in orientation, 187\u2013188, 203 compressed work week schedules, 126 defined benefit retirement plans, 299 change agents, 41, 111, 195, 197\u2013198, 203 conciliation and mediation, 355 defined contribution retirement plans, 299 Change to Win unions, 358 concurrent validity of selection activities, demand for workers, 219 chaplains in the workplace, 327 demands leading to stress, 328\u2013329 checklist appraisal, 238 172\u2013173, 377n43 checklists, 205 conditional job offers, 165, 179 China Connecticut v. Teal, 66, 70 consistent disciplinary actions, 100 collectivist culture, 253 Consolidated Omnibus Budget Reconciliation expatriates\u2019 healthcare in, 335 Act (COBRA\u20141986), 39, 296\u2013297","400 Subject Index Deming, W. Edwards, 18, 40 Drug-Free Workplace Act (1988), 87\u201388, 90, 104 on-site health clubs, 42 Denmark, 301, 362 drug testing, 87\u201388, 90\u201391, 104\u2013105, 168 overview, 42, 288, 294, 307\u2013308 Department of Labor. See U.S. Department dues check off, 344, 345 paid time off, 300\u2013304 Duke Power Company, Griggs v., 59, 63, 69, 70, 79 pension plans, 297\u2013298, 299, 385n38 of Labor Dukes v. Wal-Mart, 76\u201377 providing new hires with information, 188 Dependent Care Flexible Spending Account, retirement benefits, 297\u2013300, 307 E sick leave, 300, 301, 302\u2013303, 386n58 305, 306 EAPs (employee assistance programs), 326, 327, survivor benefits, 304 development vs. training, 190. See also employee technology\u2019s effect on, 8 332\u2013334, 337, 388n59 vacation and holiday leave, 300\u2013302, 308 development; organization development economic strikes, 354\u2013355 voluntary benefits, 293\u2013297, 302 diary method of job analysis, 120 educational accomplishments of applicants, 165 work\/life balance and flexibility, 13\u201314, 25, Dictionary of Occupational Titles (DOL), 121 EEO. See equal employment opportunity differentials for international compensation, EEOA (Equal Employment Opportunity Act 135, 212, 304 See also career development; motivation 279\u2013280 of 1972), 59, 61, 79, 233, 370n12 employee burnout, 331\u2013332, 337 dilution effect of organization-wide EEOC. See Equal Employment Opportunity employee compensation benefits department separate from, 369n25 incentives, 275 Commission executive programs, 277\u2013279 disability accommodations, 11, 12, 57, EEOC, Sheetmetal Workers Local 24 v., 70 incentive plans, 273\u2013275 EFCA (Employee Free Choice Act), 364 and job analysis, 125 63, 370n43 Electronic Monitoring and Surveillance Survey and job description, 123, 124 disability insurance programs, 300, 302\u2013304, job evaluation and pay structure, 267\u2013273, 281 (AMA), 94 and labor unions, 343 308, 310, 386n56\u201357 electronic surveillance, ethics and, 7 overview, 281 disciplinary problems, 101 Ellerth lawsuit for sexual harassment, 75, pay secrecy, 261 discipline performance-based, 37, 231, 235, 273\u2013276, 371n82 disciplinary actions, 101\u2013104 El Salvador, 280 283, 284 disciplinary process, 43 e-mail, inappropriate material in, 8\u20139 salary negotiation and discrimination, 262 dismissal as, 103\u2013104, 105, 107 emergency plans for traveling, 334 team-based compensation, 276\u2013277 guidelines, 99\u2013101, 108\u2013109 empathy as a cultural value, 5 value of non-salary compensation, 289 historic practices, 99 employee\/employees well pay, 303 manager preparation for disciplining, 98\u201399 See also employee benefits; rewards overview, 97, 105 attitudes of, 3, 19\u201320 employee complaints and OSHA, 316 disclaimer for employee handbook, 189 benefits of hiring elderly workers, 145 employee development discrete vs. comprehensive selection process, conflict avoidance, 5 appraisal meeting as tool for, 252 controlling off-work behavior, 9 career development vs., 211, 224 168\u2013169 counseling for, 108\u2013109, 333 evaluating effectiveness, 199 discrimination cyberloafing, 330 methods, 192\u2013194 FLSA protections, 39, 265, 266 as one aspect of training and development, 36 adverse impact, 61, 79, 137, 370n17, 370n47 frustration from lack of opportunities, 212 overseas assignment as part of, 202 adverse treatment, 61, 79, 370n47 independent contractors vs., 17 overview, 191 against bankruptcy filers, 87 knowledge workers, 6, 7\u20138, 16 and performance evaluation, 232\u2013233 English-only policy, 72 in learning organizations, 199 and 360-degree appraisals, 250 guarding against charges, 65\u201369, 79 management respect for, 37 training vs., 190 pay secrecy policies for hiding, 261 mentoring or coaching for, 198, 206, 213, 215 See also employee training; training and in recruiting advertisements, 137 percent participating in employee benefits, 289 responding to charges, 67\u201369 predicting attrition rate, 117\u2013118 development reverse discrimination, 58\u201359, 71 as recruiters, 133 Employee Free Choice Act (EFCA), 364 and salary negotiation, 262 risk of violence, 325\u2013326, 337 employee handbook, 188\u2013189, 203 sex discrimination lawsuits, 107\u2013108 skill level and demands, 13 employee involvement terminations leading to discrimination substance abuse costs, 91 waiving right to review information, 86 in appraisals, 250, 255 lawsuits, 103, 371n57 waiving right to sue for wrongful in cost-saving and productivity efforts, 358\u2013359 See also equal employment opportunity; decentralized work sites vs., 8 termination, 104 in developing a safer workplace, 323, 336 protected group members work\/life balance, 13\u201314, 25, 135, 212, 304 overview, 20\u201321, 24 dishonesty, discipline for, 101 See also labor unions; performance standards; for placement in a foreign country, 49 dismissal as a disciplinary action, 103\u2013104, responsibility for time management, 52 socialization and upward flow of communication, 43\u201344 105, 107 employee and labor relations HRM skills area, 53 employee-involvement programs, 359 dismissals and labor supply predictions, 118 employee assistance programs (EAPs), 326, 327, employee leasing, 145, 150 disparate (adverse) impact, 61, 79, 137, 370n17, employee monitoring, 93\u201394, 105 332\u2013334, 337, 388n59 employee performance 370n47 employee benefits compensation based on, 37, 231, 235, disparate (adverse) treatment, 61, 79, 370n47. compensation department separate from, 273\u2013276, 283, 284 See also discrimination 369n25 goal setting and, 243\u2013244 distortion and bias in appraisals, 239\u2013240, inappropriate substitutes for appraisals, core workers vs. contingent workers, 17\u201318 244\u2013247, 251, 255 costs of providing, 288\u2013290, 384n9 244, 246 diversity awareness, 12, 25\u201326, 72, 212. See also disability insurance programs, 300, 302\u2013304, See also performance management systems workforce diversity\/composition 303\u2013304, 308 documentation of performance appraisal flexible benefits systems, 305\u2013307, 308, 309\u2013310 at Genentech, 309 process outcomes, 233 informal groups as, 40 documents that establish identity, 166 legally required benefits, 290\u2013293, 302 DOL. See U.S. Department of Labor domestic partner benefits, 288, 290 DOT (U.S. Department of Transportation), 87 downsizing, 15, 118, 119. See also layoffs Drake University, 242 Drucker, Peter, 6, 40","Subject Index 401 Employee Polygraph Protection Act (1988), 88, legally required employee benefits, Equal Pay Act (1963), 39, 73, 75\u201378, 267 89, 90, 104, 372n5 290\u2013293, 302 ER (employee relations), 40, 42\u201344. See also employee referrals and recommendations, 133, OSHA assistance, 320, 323\u2013325, 336 communication; motivation 138\u2013139, 149\u2013150 policy on online searches for learning about ergonomics, 328 ERISA (Employee Retirement Income and employee relations (ER), 40, 42\u201344. See also job applicants, 161 communication; motivation responsibility for employee abuses, 93, 94 Security Act of 1974), 39, 297\u2013298, 307 unemployment compensation taxes, 292, 307, ESL programs, 3 employee relations area of HR department, ethical issues 40, 42\u201344 384n14 voluntary employee benefits, 293\u2013297, 302 AIG bonuses after bailout, 22 employee relations representatives, 43 See also health insurance; labor-management competitive intelligence gathering, 114 employee retention discrimination against obese and smokers, 334 relations employee monitoring, 94 cash incentives, 130, 273\u2013276, 283 employment agencies, 140, 142\u2013143 executive compensation, 278 contingent workers, 16\u201317, 24 employment area of HR department, 40\u201341. invasion of privacy, 9 with equal career opportunities for mentoring programs for women and See also job analysis; selection process women, 209 employment-at-will doctrine, 95\u201397, 105 minorities, 215 as HRM maintenance function, 37\u201338 employment \u201cbranding\u201d strategy, 35, 135, in OD interventions, 197 internal recruiting efforts, 137\u2013138, 213, of performance appraisals, 233 136, 170 salary negotiation and discrimination, 262 214, 264 employment planning, 34\u201335. See also human sick leave, 302 with on-site health club, 42 stress interviews, 163 overview, 115 resource planning striker replacement dilemma, 356 See also employee compensation; motivation; employment statistics, internal, 44 withholding information, 45 encounter socialization stage, 186 ethics rewards; turnovers and turnover rates English-only policy, 72 guidelines, 26 Employee Retirement Income and Security Act enterprising vocational preference HRM\u2019s role, 49\u201350 importance of, 24 (ERISA\u20141974), 39, 297\u2013298, 307 characteristic, 220\u2013221 overview, 22\u201323 employee rights entrepreneurial enterprises, 48, 51, 57 and Sarbanes-Oxley Act, 49 entrepreneurs, 222 technology\u2019s effect on, 7 and discipline, 97\u2013104 ePolicy Institute, 94 European Community and labor relations employment-at-will doctrine, 95\u201397, 105 equal employment opportunity (EEO) legislation on, 86\u201390 systems, 362 monitoring and workplace security, affirmative action plans, 60\u201361, 65, 71, executive compensation programs, 277\u2013279, 79, 140 93\u201394, 105 281 review procedures for employee files, 86\u201387 comparable worth vs. equal pay, 76\u201377 Executive Order 10988, 349, 362 and whistle blowing, 49, 92\u201393 and correlation coefficients, 173, 377n44 Executive Order 11246, 60, 61, 65, 73\u201374 workplace romance, 94\u201395 and employee training, 190 Executive Order 11375, 61, 65 See also employee testing; privacy enforcement of, 72\u201374 Executive Order 11478, 61, 65 employee rights legislation, 388n59 federal legislation on, 58\u201359, 61\u201365 Executive Order 11491, 349, 362 employee selection. See interviewing applicants; guarding against discrimination executive recruiters, 142 executive-search firms, 139, 142 selection process practices, 65\u201369 exempt employees, 265 employee services, 304 and job advertisements, 137 expatriates employee testing and labor unions, 348 overview, 79\u201380 company responsibility for, 49 drug testing, 87\u201388, 90\u201391, 104\u2013105, 168 and performance management, 233, 235 compensation plans, 279\u2013281 honesty tests, 92, 105, 108 responding to charges, 67\u201369 cross-cultural training and development, polygraph tests, 88, 89, 90, 104, 372n5 for veterans, 57\u201358 preemployment testing, 160\u2013161, 171\u2013175 for women, 209, 215 201\u2013202, 203 reliability and validity of tests, 171\u2013175, See also protected group members; sexual health issues, 335 ideal candidates, 175 376n40 harassment; Title VII of the Civil Rights Act international performance appraisals, 253, 255 employee training Equal Employment Opportunity Act and labor-relations process, 361 local laws on number allowed, 147 for appraisers, 251 (EEOA\u20141972), 59, 61, 79, 233, 370n12 repatriation process, 202 costs of, 194 Equal Employment Opportunity Commission safety issues, 336 determining needs, 191 See also globalization development vs., 190 (EEOC) experience requirements per O*NET, 122 and EEO, 190 and applicants\u2019 information on social external and internal career events, 213, 214 evaluating effectiveness, 199\u2013201 external career, 213 methods, 191, 192 networking sites, 161 external influences on HRM, 38\u201340, 50 as one aspect of training and development, 36 and complaints from teenagers, 76 external influences on wage structure, overview, 203 creation of, 59 See also employee development; training and discrimination lawsuits against, 58 272\u2013273 English-only policy settlement, 72 external recruiting searches, 139\u2013143 development 4\/5ths rule, 66, 67, 370n38 extrinsic vs. intrinsic rewards, 262\u2013263 employer assistance program, U.S. Department and interview questions, 158 lawsuit against Abercrombie & Fitch, 81 F of Veterans Affairs, 57 on promotion-from-within, 138 FAA (Federal Aviation Administration), 62 employer-oriented health coverage, 296 referral of claims to state agencies, 371n61 fact-finding impasse-resolution technique, 355 employers role of, 72\u201373 sexual harassment guidelines, 74 avoiding hiring mistakes, 169 and terminations leading to discrimination bankruptcy of, 88 dues check off for union convenience, 344, lawsuits, 103, 371n57 Uniform Guidelines on Employee Selection 345\u2013346 employer-funded health insurance, 296, Procedures, 66, 69\u201370 385n32 and health care coverage costs, 296","402 Subject Index Fair Credit Reporting Act (1971), 87, 90 Fortune magazine\u2019s \u201cBest Companies to Work government contractors, 61, 65, 73\u201374, 77\u201378, Fair Labor Standards Act (FLSA\u20141938), 39, For,\u201d 3, 133, 138, 209, 309 265, 369n10 265, 266 Fortune management, 138 government influence on recruiting process, 136 Family and Medical Leave Act (FMLA\u20141993) 4\/5ths rule of EEOC, 66, 67, 370n38 government-labor relations 401(k)s, 300 applicability of, 48 Fourteenth Amendment to the Constitution air traffic controllers strike, 356, 357\u2013358, DOL on fifty-employee threshold, 370n30 389n41 as employee benefit, 293 (1868), 58 and labor unions, 348 France, 253, 280, 361, 362 country-based perspectives, 361 overview, 39, 61, 63\u201364, 79 freezing and unfreezing the status quo, 195\u2013196 and Executive Order 10988, 349 family-friendly employee benefits, 304 Friedman, Thomas (The World Is Flat), 5\u20136 legislation on, 389n18 Faragher v. City of Boca Raton, 74, 371n82 FUTA (Federal Unemployment Tax), 292, 307, no strike clauses, 389n19 FBI (Federal Bureau of Investigation), 88 overview, 359 Federal Aviation Administration (FAA), 62 384n14 government monitoring of collective federal contracts, 61, 65, 73\u201374, 77\u201378, G bargaining, 352 265, 369n10 GATB (General Aptitude Test Battery, DOL), graphic rating scale appraisal, 238\u2013239 Federal Labor Relations Authority (FLRA), 261, graying of the workforce, 11 175 Great Britain, 5 349, 389n24 Gateway Coal v. United Mine Workers, 386n7 Green, McDonnell-Douglas Corp. v., 67 Federal Labor Relations Council (FLRC), 349 gender-related BFOQ, 68 Gregory, David, 358 federal legislation General Aptitude Test Battery (GATB\u2014DOL), 175 grievance procedures, 38, 42\u201343, 354, 363 General Duty Clause of OSHA, 314 Griggs v. Duke Power Company, 59, 63, 69, 70, 79 on compensation, 265\u2013267 generalists. See human resource generalists group incentives, 274 effect on HRM, 38, 39 Gen Xers (born 1961\u20131981), 13, 135 group interview method of job analysis, 120 employee rights, 86\u201390 Gen Yers (born 1982\u2013early 2000), 13, 135, 248 group order ranking appraisal, 241 and employment-at-will doctrine, 96 geographical comparisons of minorities to non- group term life insurance, 304 equal employment opportunity, 58\u201365 on government labor relations, 389n18 minorities in a company, 67 H as influence on recruiting process, 136 geographic differences and wage structure, 272 Hackman, J. Richard, 125\u2013126 overview, 58 Germany halo error in appraisals, 244, 245 See also specific acts harassment issues and complaints, 74\u201375, 77, Federal Mediation and Conciliation Service HRM practices, 78\u201379, 80 John Deere tractors made in, 4 79, 82\u201383 (FMCS), 347 labor negotiations, 361, 362 Harris v. Forklift Systems, Inc., 75 Federal Unemployment Tax (FUTA), 292, management\u2019s base pay, 279 Harvard Graduate School of Business, 194\u2013195 minimum wage in, 280 Hawthorne studies, 40, 369n21 307, 384n14 paid time off, 301 hazard prevention and control, 324\u2013325 feedback women in the work force, 12 HCI (Watson Wyatt\u2019s Human Capital Index), 46 glass ceiling, 77, 80, 215 HCNs (host-country nationals), 147, 253, 279 in appraisal meeting, 252 Glass Ceiling Act (1991), 63 headhunters, 142 as communications program tool, 44 Glass Ceiling Commission, 77 Health Care Amendments to Wagner Act (1974), from co-workers, 257 globalization in MBO program, 243 and competitive intelligence, 114 389n16 as part of performance management cross-cultural training and development, Health Care Flexible Spending Account, system, 249 201\u2013202, 203 305\u2013306 for 360-degree appraisals, 250 eras over last 500 years, 6 healthcare industry, 347\u2013348, 360. See also See also appraisals; performance management and HRM, 48\u201349, 78\u201379, 80 international compensation plans, 279\u2013281 health insurance systems international performance appraisals, 253, 255 health hazards, 316. See also OSHA; safe and FICA taxes, 384n12, 384n14. See also Medicare and labor contracts, 357 offshoring, 21 healthy work sites taxes; Social Security taxes and organizational strategies, 31 health insurance financial practicality of HRM, 46 overview, 4\u20135 financial vs. nonfinancial rewards, 263 and preemployment testing, 160\u2013161 employer-funded, 296, 385n32 Firefighters Local 1784 v. Stotts, 70, 71 and recruiting, 146\u2013147 and FMLA leaves, 64 firing as a disciplinary action, 103\u2013104, 105, 107 and safety\/health issues, 334\u2013336 and Michelle\u2019s Law, 287 first-aid kit for traveling, 335 safety issues, 335 and obesity or smoking, 334 flexible benefits systems, 305\u2013307, 308, 309\u2013310 and selection process, 175 options, 295\u2013297 flexible spending accounts, 305\u2013306 transnational corporations, 4, 367n7 overview, 293\u2013295 flexible work schedules, 126\u2013127, 128, 135 See also expatriates; multinational corporations percentage of employers offering, 293 FLRA (Federal Labor Relations Authority), goal setting Health Insurance Portability and Accountability for career development program, 210 261, 349, 389n24 and management, 30 Act (HIPAA\u20141996), 297, 388n59 FLRC (Federal Labor Relations in MBO programs, 243 Health Maintenance Organization Act (1976), 39 pay-for-performance objectives, 284 Health Maintenance Organizations Council), 349 SWOT analysis, 113, 114, 373n14 FLSA (Fair Labor Standards Act of 1938), 39, for team performance, 250 (HMOs), 295 training goals, 192 Herzberg, Frederick, 125 265, 266 for validity of performance appraisals, 232 HIPAA (Health Insurance Portability and FMCS (Federal Mediation and Conciliation golden parachute, 279 Goodyear Tire & Rubber Co., Ledbetter v., 261 Accountability Act of 1996), 297, 388n59 Service), 347 hiring, 33\u201335, 40\u201341, 50, 146. See also job FMLA. See Family and Medical Leave Act Follet, Mary Parker, 40 analysis process; selection process forced-choice appraisals, 239\u2013240, 242 hiring bonus, 278 Forklift Systems, Inc., Harris v., 75 hiring halls as quasi-closed shop arrangement, Forrester Research, 10 Fortune 500 companies\u2019 sexual orientation 388n8 Hispanic workers and OSHA, 317 policies, 58","Subject Index 403 HIV and ADA, 63 developing a safety and health program, 337 indoor air quality, 326\u2013327 HMOs (Health Maintenance Organizations), firing employees, 103\u2013104, 105, 107 industry safety standards, 314, 324 harassment-related, 82\u201383 inflationary pressures error in appraisals, 295 maintenance, 33\u201334, 37\u201338, 50 Hoger, Rev. Louis \u201cLou,\u201d 327 in multinational corporations, 48\u201349, 51 244, 246 holiday and vacation leave, 300\u2013302, 308 overview, 33\u201335 information sources, 44 Holland Occupational Themes, 220 staffing, 33\u201335, 40\u201341, 50, 146 information technologists in the labor market, 6 Holland vocational preferences model, 220\u2013221 See also job analysis process; motivation; selec- initial screening of applicants, 156\u2013157 home-country nationals, 147 inspection priorities of OSHA, 314, 316 honesty tests, 92, 105, 108 tion process; training and development integrative perspective of employee benefits, Hong Kong, 175, 334, 357 Human Resource Management Information Honolulu Police Department, 151 305\u2013307, 308 host-country nationals (HCNs), 147, 253, 279 Systems (HRIM), 7 integrity tests, 92, 105, 108 hostile environment harassment, 74\u201375, 77 human resource management practices interest arbitration impasse-resolution hot-stove rule, 100, 101, 105 HRCI (Human Resource Certification Institute), and employee involvement, 20\u201321 technique, 355\u2013356 and implied employment contracts, 97, 189 intergroup development, 198 45, 53 and mergers or acquisitions, 22 internal and external career events, 213, 214 HRIM (Human Resource Management technology\u2019s effect on, 6\u20139, 23, 37 internal change agents, 41, 111, 195, 197\u2013198, and workforce diversity, 12\u201313 Information Systems), 7 human resource planning 203. See also training and development HRIS (human resource information systems and job analysis, 125, 127 internal organizational policies and and labor supply and demand, 117\u2013119 software), 115\u2013116, 128 organizational framework, 112\u2013114 recruiting, 136 HRM. See human resource management and organizational strategy, 115\u2013117 internal recruiting efforts, 137\u2013138, 213, 214, 264 HRO (human resource outsourcing) overview, 112, 127\u2013128 internal resources, 113, 117\u2013118 See also job analysis; motivation; Internal Revenue Code (IRC), 305 organizations, 47 Internal Revenue Service (IRS) Human Capital Index (HCI), 46 organizational strategies human resource certification, 45, 53 human resource specialists auditing employee access to taxpayers\u2019 Human Resource Certification Institute (HRCI), accounts, 9 balancing specialist and generalist 44, 53 competencies, 223 on employee vs. independent contractor, 17 human resource department structure I-9 form for new hires, 166 BARS for, 240 on medical coverage after divorce, 385n35 compensation and benefits, 42 benefits, 310 regulations on executive salaries, 278, 384n54 employee relations, 42\u201344 employee relations, 43 international compensation plans, 279\u2013281 employment area, 40\u201341 employment, 41 international diversity, 14 overview, 40, 51 employment planning, 34 international issues. See globalization training and development area, 41\u201342 labor union relations, 354 International Longshore and Warehouse Union trends and opportunities, 47\u201348 organizational development, 41\u201342 human resource development HRM skills area, 53 overview, 45 labor dispute, 347 human resource generalists recruiting, 35 international performance appraisals, 253, 255 ad for, 140 in shared service centers, 48 international unions, 360, 361, 389n29 assignment to business units or divisions, Internet I 29, 48 identity, establishing, 166 online recruiting, 143\u2013144, 150, 161 balancing specialist and generalist Immigration Reform and Control Act (1986), 39 virtual job fairs, 143 imminent danger, 314, 316 Web-based appraisal system, 231 competencies, 223 impasse-resolution techniques for labor- See also Web sites overview, 45, 51 internship as employee training method, 191, salary level, 41 management disputes, 355\u2013356, 363 in small businesses, 48 impersonal application of disciplinary 205\u2013206, 223 human resource information systems software interpersonal demands leading to stress, 330 actions, 100 interviewing applicants (HRIS), 115\u2013116, 128 implied employment contract, 96\u201397, 189 human resource inventory, 115\u2013116 import tariffs and performance evaluations, 253 acceptable and unacceptable questions, 158 human resource management (HRM) impression management, 163 effectiveness of interviewer, 162, 180 IMPROSHARE (Improving Productivity initial screening, 156\u2013157 anticipating discrimination charges, 66\u201367 interview issues, 162\u2013164 balancing specialist and generalist competen- through Sharing), 274\u2013275 overview, 161\u2013162, 177 inappropriate substitutes for performance error and realistic job previews, 164\u2013165, 177, 186 cies, 223 stress interviews, 163 as career choice, 45 in appraisals, 244, 246 unbelievable applicant responses, 155 coaching employees, 198, 206 incentive compensation plans, 273\u2013275 See also r\u00e9sum\u00e9s; selection process external influences, 38\u201340, 50 incentives for international compensation, 280 interview methods of job analysis, 120 negotiation skills, 365 incidence rate of injuries, 317, 386n10 intrinsic vs. extrinsic rewards, 262\u2013263 and organizational strategy, 32\u201333 independent contractors. See consultants invasion of privacy issues, 9 overview, 23\u201324, 46, 50\u201351 India, 5, 21, 280, 301 investigative vocational preference characteristic, personnel department vs., 31\u201332 individual incentive compensation plans, responsibility to new hires, 188\u2013189 220\u2013221 salaries, 41 273\u2013274 i-Phone, 8, 93, 248 value added, 46 individual interview method of job analysis, 120 IRAs (individual retirement accounts), See also layoffs individualist cultures, 5, 253 human resource management (HRM) functions individual ranking appraisal, 241 299\u2013300 assessing current HR, 115\u2013116 individual retirement accounts (IRAs), 299\u2013300 IRC (Internal Revenue Code), 305 career development program, 210\u2013213 individual vs. organizational career Ireland, 74 collective bargaining, 273, 342\u2013343, 351\u2013356, IRS. See Internal Revenue Service development, 211 Israel, 342 362\u2013363, 389n29 Italy, 253, 302, 342","404 Subject Index J collective bargaining, 273, 342, 350\u2013356, resulting from shared services structure, Jackson Board of Education, Wyant v., 70, 71 362\u2013363, 389n29 29, 48 Japan cooperation, 358\u2013359 and seniority systems, 68\u201369 collectivist culture, 5, 253 in European Community, 361 during shortages, 15 and Deming\u2019s method for improving quality, 18 international practices, 360\u2013362 leading aspect of management, 30, 31 and employee health and welfare, 334 and job analysis, 125 learning organizations, 199, 203, 379n57 executive compensation, 278 overview, 362\u2013363 leased employees, 145, 150, 375n28 karoshi, 329 union drive rules, 351 lectures and seminars, 191, 193 minimum wage rates, 280 See also government-labor relations; labor Ledbetter v. Goodyear Tire & Rubber Co., 261 sexual harassment lawsuits, 74 legal issues, technology-related, 8\u20139 unionization in, 361, 362 unions; strikes legal status to work in the U.S., 165, 166 vacation and holiday leave, 301 labor supply legislation. See federal legislation; state women in managerial positions, 77, 175 Japanese Confederation of Shipbuilding and contingent workforce, 15\u201318, 24 legislation current demand for workers, 219 leniency error in appraisals, 244\u2013245 Engineering Workers\u2019 Union, 361 cut scores and, 172, 173\u2013174, 377n45 Lewin, Kurt, 195 job analysis predicting, 117\u2013118 Lewin\u2019s change process, 195\u2013196 rightsizing, 15 lie-detector tests, 88, 89, 90, 104, 372n5 nature of, 124\u2013125, 128 skilled labor shortage, 14, 23 Lilly Ledbetter Fair Pay Act (2009), 212 organizational framework and, 113\u2013114 labor supply and demand lockouts vs. strikes, 354\u2013355 overview, 120, 128, 131 and executive salaries, 278 long-term disability plans, 303\u2013304, 310 purpose of, 123\u2013124 geographic shift, 6 low appraiser motivation error in appraisals, structured techniques, 121\u2013123 matching flow of, 118\u2013119 job analysis process and wage structure, 272 244, 245 compensation determination, 42 labor unions importance of, 35 AFL-CIO, 358, 360, 389n29 M and job advertisements, 140 in Australia, 78 MacKay Radio, NLRB v., 356 methods, 120\u2013123, 128 closed shops, 347, 388n8 maintenance function of HRM, 33\u201334, and motivation, 37 control of labor supply, 143 overview, 124\u2013125 current critical issues, 356\u2013360 37\u201338, 50 technology considerations, 37 employee relations vs. labor relations, 42\u201343 maintenance of union membership, 344, 345 job attractiveness and recruiting, 136 and equal employment opportunity, 348 Malaysia, 175 job choice studies, 170 Gateway Coal v. United Mine Workers, 386n7 management job descriptions, 123, 124, 128 grievance procedures, 38, 42\u201343, 354, 363 job design, 125, 127 and layoff decisions, 119 and CIP program at UPS, 205\u2013206 job elements per PAQ, 123 means of unionizing, 389n26 as coach, 198 job enrichment, 125\u2013126, 128, 262 membership trends, 342\u2013346, 356\u2013357, 360 commitment to communications job evaluation and pay structure, 267\u2013273, 281 in Mexico, 78 job fairs, 143, 176 organizing campaign, 349\u2013351, 362 program, 43 job offers, 165, 168, 179 overview, 38, 50, 342\u2013343 commitment to safety, 323 job rotation, 191, 193 protection from employment-at-will coping with harassment training, 82\u201383 job searches, personal, 147\u2013149 corrective action by, 99, 237 job security and labor unions, 343 doctrine, 96 counseling employees, 108\u2013109, 333 job sharing, 126 public-sector unionization, 359 as employees\u2019 information source, 44 job specifications, 123, 128 reasons employees join, 343\u2013346 and exempt employees, 265 Johnson v. Santa Clara County Transportation representation in disciplinary meetings, 101 favoritism, 100 security arrangements, 343\u2013346, 363 human resource responsibilities of, 33\u201334, 115 Agency, 70, 71 Service Employees International Union, 360, identifying troubled employees, 326 Juran, Joseph, 18 IRS regulations on executive salaries, 278, J. Weingarten, Inc., NLRB v., 101 389n29 unfair labor practices, 346\u2013347, 358\u2013359 384n54 K unionizing employees, 349\u2013351 overview, 30, 31 kaizen, 18 and unsafe working conditions, 316 and participative goal setting, 243 karoshi, 329 See also government-labor relations; labor- perquisites for, 42, 279, 369n28 Kennedy, John F., 349 preparation for disciplining employees, 98\u201399 Kirkpatrick\u2019s Model, 200 management relations; strikes respect for workers, 37 knowledge, skills, and abilities (KSAs), 33 Landrum-Griffin Act (1959), 39, 348\u2013349 training from OSHA, 320, 323, 325 knowledge management, 199, 203 Latina Style magazine, 209 unfair labor practices, 346\u2013347, 358\u2013359 knowledge workers, 6, 7\u20138, 16 Lawler, Ed, 261 U.S. vs. Chinese focus, 254 KSAs (knowledge, skills, and abilities), 33 laws and regulation. See federal legislation; See also appraisals; labor-management relations; L state legislation performance management systems Labor and Management Reporting and lawsuits management by objectives (MBO), 243\u2013244, Disclosure Act (1959), 348\u2013349 for reverse discrimination, 58\u201359 254, 381n24 labor contract administration, 353\u2013354 for sex discrimination, 107\u2013108 management consulting firms, 142 labor demand, determining, 117. See also labor for terminations, 103, 371n57, 386n7 management thought, 39\u201340 layoffs mandatory issues in collective bargaining, 352 supply and demand disciplinary, 102\u2013103 Mandatory Retirement Act (1978), 39 labor legislation, 346\u2013349 and labor supply predictions, 118 market-driven units, 48, 369n48 labor-management relations making the decision, 52\u201353, 119 market focus\/customer organizational strategy, methods, 16 bargaining in good faith, 347 from offshoring, 21 32\u201333 overview, 118 Marketplace Chaplains, 327 Marshall, Whirlpool Corporation v., 386n7 Marshall v. Barlow\u2019s, Inc., 316","Subject Index 405 Maslow, Abraham, 263 multiple appraisers, 249\u2013250, 382n37 occupation-specific information per O*NET, 122 materialism as a cultural value, 5 Munsterberg, Hugo, 40 OD. See organization development material safety data sheets (MSDS), 321\u2013322, musculoskeletal disorders (MSDs), 328 Office of Federal Contract Compliance Program Myers-Briggs Type Indicator (MBTI\u00ae), 221\u2013222 324, 325 (OFCCP), 65, 73\u201374, 77\u201378 Mayo, Elton, 40 N Office of Personnel Management (OPM) of the MBO (management by objectives), 243\u2013244, NAFTA (North American Free Trade U.S., 268\u2013269 254, 381n24 Agreement), 21 offshoring, 21 MBTI\u00ae (Myers-Briggs Type Indicator), 221\u2013222 Nassau County, Aline v., 63 off-the-job activities, discipline for, 101, 107\u2013108 McDonnell-Douglas Corp. v. Green, 67 National Association of Female Executives, 209 off-the-job training, 191, 210 McDonnell-Douglas test, 67 National Conference of State Legislatures Old Age, Survivors, and Disability Insurance MD (representation decertification) initiated by (NCSL), 287 (OASDI), 384n12, 384n14 management, 350\u2013351 National Emphasis Program (NEP), 317 Older Workers Benefit Protection Act (1990), 62 medical examination of prospective employees, National Football League, 356 Omnibus Budget Reconciliation Act (1990), 317 National Hockey League lockout, 341, 351 Omnibus Budget Reconciliation Act (1993), 167\u2013168 National Institute for Occupational Safety and Medicare taxes, 290\u2013291, 384n14 384n14 membership-based vs. performance-based Health (NIOSH), 324 onboarding. See socialization National Labor Relations Act (NLRA\u20141965), O*NET (Occupational Information rewards, 263\u2013264 memory retention in interviews, 163 261, 358 Network\u2014DOL), 121\u2013122 mentoring\/coaching employees, 198, 206, 213, National Labor Relations Board (NLRB), 101, online recruiting, 143\u2013144, 150, 161 on-site health clubs, 42 215. See also career development 346, 350, 358\u2013359, 389n26 on-the-job behavior problems, discipline for, 101 mentoring co-workers, 215 National Mediation Board for railroad and on-the-job training methods, 191 mergers, 22 open shops, 344 Meritor Savings Bank v. Vinson, 74, 75 airline industries, 388n14 OPM (Office of Personnel Management) of the merit pay, 273, 274 national origin-related BFOQ, 68 metamorphosis socialization stage, 186 National Right to Work Committee, 344 U.S., 268\u2013269 Mexican Federal Labor Law, 78 NCSL (National Conference of State opportunity analysis, 113 Mexico, 74, 78, 80, 253, 357, 361 ordering method of job evaluation, 268 Michelle\u2019s Law (2008), 287 Legislatures), 287 organizational goodwill, 212 Middle Eastern countries, 175 negative leniency errors, 244\u2013245 organizational image and recruiting, 134, 135 minimum wage rates, 265\u2013267, 280 negligent hiring, 167 organizational leadership that promotes mission statement, 112\u2013113 negotiation skills, 365 MNCs. See multinational corporations NEP (National Emphasis Program), 317 stress, 330 modular plan of flexible benefits, 306 The Netherlands, 5, 74 organizational ombuds, 49. See also ethical issues money purchase pension plan, 299 networking, 149 organizational policies and recruiting, 136 Monster, 144 networking Web sites, 144, 161, 167 organizational stability, 185, 195\u2013196 Monster.com, 139, 144 network plans, 295, 385n29 organizational strategies Moody, Albemarle Paper Company v., 69\u201370 new-employee orientation, 186\u2013189 Morse, AnnMarie, 287 New York Times, 139 and compensation system, 42 Morse, Michelle, 287 New Zealand, 5, 74 and globalization, 31 motivation NIOSH (National Institute for Occupational and human resource planning, 115\u2013119 importance of HRM, 30\u201333 as CEO\u2019s role in orientation, 187\u2013188 Safety and Health), 324 and performance standards, 236 for contingent workers, 16 Nixon, Richard, 349 pyramid-style, 29 and cost control, 275 NLRA (National Labor Relations Act of 1965), and staffing, 34\u201335 employee incentives as, 133, 138\u2013139, 273\u2013275 and strategic HR, 32\u201333 flexible work schedules, 126\u2013127 261, 358 organization culture as HRM function, 33\u201334, 36\u201337, 50 NLRB (National Labor Relations Board), 101, checklists, 205 job enrichment model, 125\u2013126, 128 and effects of change, 195 overview, 37 346, 350, 358\u2013359, 389n26 freezing and unfreezing the status quo, 195\u2013196 promote-from-within policy, 137\u2013138 NLRB v. J. Weingarten, Inc., 101 informing applicants of, 186 ROWE program at Best Buy, 111\u2013112, 126\u2013127 NLRB v. MacKay Radio, 356 in learning organizations, 199, 203, 379n57 technology\u2019s effect on, 7\u20138 no-fraternization policies, 95 overview, 187 and timely appraisals, 231, 232 nonexempt employees, 265 safety as part of, 325 See also employee benefits; employee nonfinancial vs. financial rewards, 263 See also socialization North American Free Trade Agreement organization development (OD) compensation; rewards effect of change, 195\u2013196 motivation theories, 263 (NAFTA), 21 interventions, 197 MSDS (material safety data sheets), 321\u2013322, no-strike clauses, 389n19 learning organization concept, 199, 203, 379n57 Nuclear Regulatory Commission, 87 methods, 197\u2013198 324, 325 overview, 36, 195, 203 MSDs (musculoskeletal disorders), 328 O organization structures that promote stress, 330 multilingual temporary workers, 151\u2013152 OASDI (Old Age, Survivors, and Disability organization-wide incentives, 274, 275 multimedia learning, 191 organizing aspect of management, 30, 31 multinational corporations (MNCs) Insurance), 384n12, 384n14 organizing campaign of labor unions, obesity, 63, 334 assistance programs for expatriates, 280 observation method of job analysis, 120 349\u2013351, 362 complexity of HRM functions, 48\u201349, 51 Occupational Information Network (O*NET, orientation, 16\u201317, 187\u2013188, 203. See also emergence of, 6 and labor relations, 361\u2013362 DOL), 121\u2013122 socialization overview, 4, 367n7 occupational requirements per O*NET, 122 OSHA (Occupational Safety and Health See also expatriates; globalization Occupational Safety and Health Act (OSH Administration) Act\u20141970), 39, 92, 314. See also OSHA Occupational Safety and Health Review Commission, 316","406 Subject Index areas of emphasis, 320 enhancing effectiveness of, 247\u2013251, 257\u2013258 predictive validity of selection activities, creation of, 314 and equal employment opportunity, 235 172\u2013173 education and training, 320 evaluations with achieved outcomes, employer assistance, 320, 323\u2013325, 336 predictors in selection process, 171\u2013175 incidence rate of injuries, 317, 386n10 243\u2013244 preemployment testing, 160\u2013161 inspection priorities, 314, 316 international performance appraisals, Preferred Provider Organizations (PPOs), 295, legally-required posters, 315 material safety data sheets, 321\u2013322, 324, 325 253, 255 385n29 overview, 336 overview, 33, 125, 232, 254\u2013255 Pregnancy Discrimination Act (1978), 61, 62, penalty for willful violation, 386n12 punitive systems, 256 punitive actions, 317, 336 purposes of, 232\u2013234 386n57 record-keeping requirements, 316\u2013317, 318, See also appraisals; feedback; performance pre\u2013post-training performance evaluation, 201 prima facie case, 370n40 319, 320, 336 standards privacy saving lives, 338 performance measures, 236 top ten violations, 324, 337 performance simulation preemployment tests, and disciplinary actions, 97\u2013104 See also safe and healthy work sites and EAPs, 326, 327, 332\u2013334, 337, 388n59 OSH Act (Occupational Safety and Health Act 160, 177 employee monitoring, 93\u201394, 105 performance standards invasion of privacy ethical issues, 9 of 1970), 39, 92, 314 overview, 104\u2013105 OSH Form 300, 317, 318, 319 absolute standards, 237\u2013241, 248\u2013249, 254 of phone conversations at work, 85 outside activities, discipline for, 101, 107\u2013108 comparing actual performance and See also employee testing outsider-in passage, 184. See also socialization Privacy Act (1974), 39, 86\u201387, 90, 104 outsourcing, 15, 47, 357, 389n40 standards, 237 private employment agencies, 142, 150 measuring actual performance, 236 proactive personality of entrepreneurs, P motivation and, 37 Pacific Maritime Association labor relative standards appraisal methods, 222, 223 process consultation OD technique, 197\u2013198 dispute, 347 241\u2013242, 248\u2013249, 254 product differential organizational strategy, Pacific Rim, 357, 362 perquisites \u201cperks,\u201d 42, 279, 369n28 paid time off, 300\u2013304 personal interview skills, 175\u2013176 32\u201333 Paid Time Off (PTO), 300, 303 personal job searches, 147\u2013149 productivity paired comparison appraisal, 241\u2013242 personal value clusters (Schein anchors), 221 Pakistan, 5 personnel department vs. HRM, 31\u201332, 368n4 and benefits, 288 PAQ (Position Analysis Questionnaire, DOL), personnel file review procedures for employees, continuous improvement programs, 18\u201320, 122\u2013123 86\u201387 23\u201324 Paradise, United States v., 70 Peru, 253 incentive compensation plans, 273\u2013275 parent-country nationals (PNCs), 253, 279 Peters, Tom, 40 and respect for employees, 309 participative goal setting, 243 Philippines, 5, 77, 175 and scientific management, 40 part-time employees, 15 phone screening interview, 156\u2013157 from socialization, 186 pay. See employee compensation PHR (Professional in Human Resources), 53 and technology, 7\u20138 pay bands (broad-banding), 275\u2013276 physical examination of prospective employees, and vacations, 301\u2013302 pay-for-performance compensation plans, 37, professional employee organizations (PEOs), 145 167\u2013168 professional employer organizations (PEOs), 231, 235, 275\u2013276, 283, 284 planning payroll taxes, 290\u2013291, 305\u2013306, 307, 384n12, 47, 48 career planning, 227\u2013228 Professional in Human Resources (PHR), 53 384n14 employment planning, 34\u201335 professional organizations, recruiting from, 143 pay secrecy policies, 261 overview, 30, 31 professionals in the labor market, 6 pay structure establishment, 270\u2013273 succession planning, 116 profit-sharing plans, 274\u2013275, 297\u2013298, 299, peer evaluations, 249\u2013250 workplace planning and employment HR Pension Benefit Guaranty Corporation (PBGC), 385n45 area, 53 progressive discipline, 99, 101\u2013104 298 See also human resource planning; strategic promotions, 137\u2013138, 213, 214, 264 pension plans, 297\u2013298, 299, 385n38 proofreading your r\u00e9sum\u00e9, 149 PEOs (professional employee organizations), 145 planning process protected group members PEOs (professional employer organizations), Plant Closing Bill (1989), 39, 88\u201389, 90 PNCs (parent-country nationals), 253, 279 and ADEA of 1967, 39, 61, 62, 348, 370n19 47, 48 point method of job evaluation, 269\u2013270, 276 and ADEA of 1978, 61, 68, 73, 117, 370n18 performance. See employee performance Point of Service Plans (POS), 295, 385n29 adverse impact or treatment, 61, 79, 137, performance-based training evaluation Polygraph Protection Act (1988), 88, 89, 90, 104, 370n17, 370n47 measures, 200\u2013201 372n5 affirmative action programs, 60\u201361, 65, 71, performance-based vs. membership-based Portugal, 302 POS (Point of Service Plans), 295, 385n29 79, 140 rewards, 263\u2013264 Position Analysis Questionnaire (PAQ\u2014DOL), McDonnell-Douglas test, 67 performance evaluation systems and overview, 79 122\u2013123 and seniority-based employment decisions, motivation, 37 position control specialists, 40\u201341 performance management systems positive leniency errors, 244\u2013245 68\u201369 posters See also Americans with Disabilities Act; equal appraisal facts, 234 appraisal meetings, 237, 251\u2013252, 255 Family and Medical Leave Act, 64 employment opportunity appraisal methods, 237\u2013242 FLSA, 266 PTO (Paid Time Off), 300, 303 appraisal process, 231, 236\u2013237, 244\u2013247 OSHA, 315 public employment agencies, 142, 150 co-worker feedback, 257 Polygraph Protection Act, 89 public policy violation defense to employment- difficulties inherent in, 232, 234\u2013235, USERRA, 65 poverty level in the U.S., 267 at-will discharge, 96 244\u2013247, 250 PPOs (Preferred Provider Organizations), 295, public-sector unionization. See government- 385n29 labor relations prearrival socialization stage, 185\u2013186 punitive actions of OSHA, 317, 335 punitive vs. corrective discipline, 99","Subject Index 407 Q reliability of selection devices, 171, 376n40 international issues, 334\u2013336 qualified privilege in reference checking, 167 religious BFOQ, 68 overview, 314, 336\u2013337 quality management, 18\u201320, 23\u201324. See also repatriation process, 202 repetitive stress injuries, 328 repetitive stress injuries, 328 smoke-free environments, 327\u2013328 appraisals replacement charts, 116 stress vs., 328\u2013332 quid pro quo harassment, 74\u201375, 77 representation certification (RC), 350 wellness programs, 333\u2013334, 337 representation decertification (RD), 350 workers as athletes, 314 R representation decertification (MD) initiated by workplace violence, 325\u2013326, 337 Racketeer Influenced and Corrupt See also OSHA management, 350\u2013351 safety and health issues and job analysis, 125 Organizations Act (RICO\u20141970), 349 representative participation, 78\u201379 safety violations, OSHA\u2019s top ten, 324, 337 radio frequency identification (RFID), 94 restricted policy infractions of EEOA, 66\u201367 salary negotiation and discrimination, 262 railroad industry, National Mediation Board for, Results-Only Work Environment (ROWE), Santa Clara County Transportation Agency, Johnson 388n14 111\u2013112, 126\u2013127 v., 70, 71 Railway Adjustment Board, 388n14 r\u00e9sum\u00e9s Sarbanes-Oxley Act (SOX\u20142002), 39, 49\u201350, 92, Railway Labor Act (1926), 348, 388n14 random inspections by OSHA, 316 gathering, 143, 144, 145 93 RC (representation certification), 350 and HR employment specialist position, 41 savings incentive match plan for employees IRA RD (representation decertification), 350 preparing your own, 148\u2013149 Reagan, Ronald, 356 and social networking sites, 161 (SIMPLE IRA), 300 realistic job previews (RJPs), 164\u2013165, 177, 186 r\u00e9sum\u00e9 writers, 169 Scanlon Plan, 274 realistic vocational preference characteristic, retaining employees. See employee retention Schein, Edgar, 221 retirement benefits, 297\u2013300, 307, 385n37\u201338 Schein anchors, 221 220\u2013221 Retirement Equity Act (1984), 298, 385n37 schools, recruiting from, 142\u2013143, 176 reasonable accommodations return on investment (ROI) for training, scientific management, 40 screening inquiries and interviews, 156\u2013157 under ADA, 11, 12, 57, 63, 370n43 199\u2013201 Screenwriters Guild of America strike, 341, for religious observances, 68 reverse discrimination, 58\u201359, 71 recession, 21 review procedures for employee files, 86\u201387 346, 351 record-keeping requirements rewards Scullen, Steve, 242 of labor unions, 348 Securities and Exchange Commission, 114 OSHA\u2019s, 316\u2013317, 318, 319, 320, 336 and corporate ethics, 49 security arrangements of labor unions, recreational programs, 44 for employee referrals, 138\u2013139 recruiters, 134 financial vs. nonfinancial, 263 343\u2013346, 363 recruiting intrinsic vs. extrinsic, 262\u2013263 selection process alternatives to, 145\u2013146 overview, 281 blind-box ads, 139\u2013140 performance-based vs. membership-based, application forms, 157, 159\u2013160, 161, 177 career development vs., 211\u2013212 background investigation, 165\u2013167 constraints on recruiting efforts, 135\u2013136, 149 263\u2013264 candidate accepts or rejects offer, 169\u2013170 costs, 136 pros and cons, 8 comprehensive selection approach, 168\u2013169 as current employees\u2019 responsibility, 133 as retention incentive, 130 conditional job offers, 165, 179 and EEO, 60\u201361 for top executives, 277\u2013278 initial screening, 156\u2013157 effectiveness, 144\u2013145 year-end bonuses, 274 and job analysis, 125 goals, 35, 134\u2013135 See also employee compensation job offers, 165, 168, 179 Honolulu Police Department campaign, 151 RFID (radio frequency identification), 94 and job specifications, 123 job advertisements, 137, 139\u2013141, 150, 152 RICO (Racketeer Influenced and Corrupt Orga- medical\/physical examination, 167\u2013168 and job analysis, 125 negligent hiring costs, 167 minorities and women, 60 nizations Act of 1970), 349 overview, 156, 177 overview, 134, 146, 149\u2013150 rightsizing, 15 predictors, 171\u2013175 and position control specialists, 40\u201341 right to work laws, 343\u2013344 for self-managed teams, 170\u2013171 technology\u2019s effect on, 7 Rise of the Shadow Specters (Sun Microsystems technology\u2019s effect on, 7, 115 and timely appraisals, 231 validity of selection devices, 171\u2013175, 177, See also selection process onboarding video game), 183 recruiting sources risk management HRM skills area, 53 376n40, 377n43\u201344 employee referrals and recommendations, RJPs (realistic job previews), 164\u2013165, 177, 186 See also interviewing applicants ROI (return on investment) for training, self-funding disability programs, 385n32, 386n56 133, 138\u2013139, 149\u2013150 seminars and lectures, 191, 193 external searches, 139\u2013143 199\u2013201 seniority systems defense against discrimination internal search, 137\u2013138, 213, 214, 264 role ambiguity, 330 online, 143\u2013144 role conflicts, 330 charges, 68\u201369 overview, 137, 149 role demands leading to stress, 330 Senior Professional in Human Resources \u201cred circle\u201d pay rates, 270\u2013271 role overload, 330 reference checking, 165, 167, 169 role-playing exercises, 194 (SPHR), 53 referrals from employees, 133, 138\u2013139, ROWE (Results-Only Work Environment), SEP IRA (simplified employee pension plan), 149\u2013150 111\u2013112, 126\u2013127 299 The Regents of the University of California at Davis Rubber Workers, 357 Service Employees International Union, 358, Russia, 280, 301 Medical School, Bakke v., 71 360, 361, 389n29 regulations. See federal legislation; state S sex discrimination lawsuit, 107\u2013108 safe and healthy work sites sexual harassment legislation relationships as a cultural value, 5 burnout vs., 331\u2013332, 337 consensual relationship contracts, 94\u201395 relative standards appraisal methods, 241\u2013242, and EAPs, 326, 327, 332\u2013334, 337, 388n59 damage awards, 370n29 Hawthorne study results, 40, 369n21 employer liability, 75, 371n82, 372n97 248\u2013249, 254 as HR responsibility, 37, 44 investigating a complaint, 82\u201383 indoor air quality, 326\u2013327 overview, 74\u201375, 79 Title VII on, 77","408 Subject Index shared HRM service centers, 29, 47\u201348 standards. See performance standards task demands leading to stress, 330 Sheetmetal Workers Local 24 v. EEOC, 70 state employment agencies, 142 Tax Equity and Fiscal Responsibility Act short-term disability plans, 303, 310, 386n57 state inspections for safety, 386n10 SHRM (Society for Human Resource Manage- state legislation (TEFRA), 300 taxes ment), 14, 45, 95, 193, 242 employee rights, 86\u201387 sick buildings, 325 on insurance coverage for young adults, 287 FICA, 384n12, 384n14 sick leave, 300, 301, 302\u2013303, 386n58 and labor relations, 389n18 FUTA, 292, 307, 384n14 sick-leave abuse, 302\u2013303 on minimum wage, 267 Medicare, 290\u2013291, 384n14 Silver Tsunami, 291 occupational safety and health laws, 314 Social Security, 290\u2013291, 305\u2013306, 307, similarity error in appraisals, 244, 245 protection for whistle blowers, 92 SIMPLE IRA (savings incentive match plan for right to work laws, 344\u2013345 384n12, 384n14 on unemployment insurance, 384n20 Tax Reform Act (1986), 298, 385n37 employees IRA), 300 status as a cultural value, 4\u20135 Taylor, Frederick, 40 simplified employee pension plan (SEP IRA), 299 status quo, freezing and unfreezing the, TCNs (third-country nationals), 253, 279 simulations for training or development, 191, Teal, Connecticut v., 66, 70 195\u2013196 team performance appraisals, 250 193\u2013194 stock options, 278. See also rewards teams Singapore, 5, 280, 301, 361 Stotts, Firefighters Local 1784 v., 70, 71 60 Minutes (news program), 111 strategic business units, 48, 369n48 for increasing employee involvement, 20 skill levels strategic management HRM skills area, 53 intergroup development, 198 strategic planning process job design and, 127 balancing specialist and generalist management thought on, 40 competencies, 223 and employment planning, 119 nature of the team, 152 and international labor relations, 361\u2013362 self-managed work team hiring decisions, competency-based compensation, 275\u2013276 overview, 112\u2013114, 231, 373n11 and job evaluation criteria, 268 and realistic job previews, 164\u2013165 170\u2013171 matching career desires and, 219\u2013222 See also human resource planning; organiza- team-based compensation, 276\u2013277 motivation and, 37 at Toyota Avalon Plant, 125 technology\u2019s effect on, 8, 23 tional strategies Teamsters Union, 358 and work\/life flexibility, 13 strengths, weaknesses, opportunities, and technical conference method of job analysis, 120 See also job analysis process technologists in the labor market, 6 the slight promotion, 264 threats (SWOT) analysis, 113, 114, 115 technology smart badges, 9 strengths of a company, 113 cyberloafing, 329 smart phones, 8, 93, 248 stress in the workplace, 328\u2013332 and flexible work schedules, 126\u2013127 smoke-free environments, 327\u2013328 stressors, 329\u2013330 Gen Yers\u2019 interest in company\u2019s level of, 135 smokers, 334 striker replacement dilemma, 356 and HRM practices, 6\u20139, 23, 37 SOC (Standard Occupational Classification), 121 strikes and job design, 37 socialization smart phones, 8, 93, 248 assumptions of, 184\u2013185 air traffic controllers, 356, 357\u2013358, virtual job fairs, 143 discipline based on level of, 99 389n41 TEFRA (Tax Equity and Fiscal Responsibility employee handbook, 188\u2013189, 203 orientation as, 16\u201317, 187\u2013188, 203 economic strikes, 354\u2013355 Act), 300 overview, 184, 186, 203 lockouts vs., 354\u2013355 telecommuting, 126\u2013127 process, 185\u2013186 no strike clauses, 389n19 temporary employees, 15, 144, 145, 169 Sun Microsystems\u2019 video game, 183 no-strike clauses for government employees, temporary help services, 145, 151\u2013152 training and development aspects of, 36 termination as a disciplinary action, 103\u2013104, See also organization culture 389n19 social networking sites, 144, 161, 167 overview, 341, 354\u2013355 105, 107, 371n57, 386n7 Social Security Disability Insurance (SSDI), 310, striker replacement dilemma, 356 testing employees. See employee testing strike votes, 389n37 Thailand, 175 386n71 virtual strikes, 341\u2013342 Social Security taxes, 290\u2013291, 305\u2013306, 307, wildcat strikes, 355 women in managerial positions, 77 Writers Guild of America, 341, 346, 351 The World Is Flat (Friedman), 5\u20136 384n12, 384n14 structured questionnaire method of job third-country nationals (TCNs), 253, 279 social vocational preference characteristic, third-party administration (TPA), 296, 385n32 analysis, 120 threat analysis, 113 220\u2013221 substance-abuse awareness programs, 87 360-degree appraisals, 250 society, individualistic versus collective, 5 substance abuse costs, 91 Title VII of the Civil Rights Act (1964) Society for Human Resource Management substance-abuse testing, 87\u201388, 90\u201391 succession planning, 116 affirmative action, 60\u201361, 65, 71 (SHRM), 14, 45, 95, 193, 242 summary plan description (SPD), 298 and BFOQ defense against discrimination soft skills, 180 sunshine laws, 359, 363 SOX (Sarbanes-Oxley Act of 2002), 39, 49\u201350, Supreme Court. See U.S. Supreme Court charges, 68, 159, 370n43 survey feedback OD technique, 197\u2013198 and EEOA, 59\u201360 92, 93 survivor benefits, 300, 304 and EEOA of 1972, 370n12 Spain, 301, 302 suspension or layoff, 102\u2013103 EEOC enforcement of, 73 SPD (summary plan description), 298 Sweden, 74, 280, 301, 361 on employee testing, 69 SPHR (Senior Professional in Human SWOT (strengths, weaknesses, opportunities, and labor unions, 348 maximum reward under federal act, 371n80 Resources), 53 and threats) analysis, 113, 114, 115 overview, 59, 61, 79 SSDI (Social Security Disability Insurance), 310, on sexual harassment, 77 T Title VII of the Civil Service Reform Act 386n71 Taft-Hartley Act (1947), 39, 347\u2013348, 356, 362, staffing function of HRM, 33\u201335, 40\u201341, 50, (1978), 349 388n8 total rewards HRM skills area, 53 146. See also job analysis process; selection Taiwan, 175, 357 Toussaint v. Blue Cross and Blue Shield of Michigan, process targeted industry inspections by OSHA, 316 Standard Occupational Classification 96\u201397 (SOC), 121","Subject Index 409 TPA (third-party administration), 296, 385n32 birth rates and immigration, 10\u201311 VBIA (Veterans Benefits Improvement Act), 57, traditional health insurance, 295 diversity in, 72 65. See also Uniformed Services traditional workers, recruiting, 135 documents establishing identity and Employment and Reemployment Rights training and development Act employability, 166 cross-cultural, 201\u2013202, 203 effect of offshoring, 21 Velez, Rev. Erasmo, 326 employee development as one aspect of, 36 employee-involvement programs, 359 Venezuela, 5 ESL programs, 3 glass ceiling, 77, 78 verbal warning vs. written verbal warning, ethical education programs, 22\u201323 hospital-acquired infections, 205 goals, 50 labor supply, 14\u201316, 23 101\u2013102 as HRM function, 33\u201334, 35\u201336, 50 management\u2019s base pay, 279\u2013280 vestibule training, 191 and job analysis, 125 from manufacturing giant to service vesting rights, 297\u2013298 overview, 36 Veterans Benefits Improvement Act (VBIA), 57, and reverse discrimination ruling of the economy, 359\u2013360 minimum wage rates, 265\u2013267, 280 65. See also Uniformed Services Supreme Court, 71 Myers-Briggs testing in, 221 Employment and Reemployment Rights substance-abuse awareness programs, 87 paid time off, 302 Act technology\u2019s effect on, 7 safety violations, top ten, 324 veterans in the workforce, 57\u201358 See also career development; employee strike trends, 351, 355 video r\u00e9sum\u00e9s, 144 unionization in, 361 Vietnam, 253, 280 development; employee training; union membership, 356\u2013358, 360, 361 Vietnam Veterans Readjustment Act (1974), organization development vacation and sick leave, 301 73\u201374, 371n65 training and development area of HR work-related deaths, 314, 325, 326 Vinson, Meritor Savings Bank v., 74, 75 department, 40, 41\u201342 See also entries beginning with \u201cU.S.\u201d violence in the workplace, 325\u2013326, 337 training from OSHA, 320, 323, 325 United States v. Paradise, 70 virtual job fairs, 143 training vs. development, 190. See also employee United Steelworkers of America (USWA), 357 virtual strikes, 341\u2013342 development; employee training United Steelworkers of America v. Weber, 71 Vocational Rehabilitation Act (1973), 73\u201374, transnational corporations, 4, 367n7 universities, recruiting from, 142\u2013143 348, 371n65 Transportation Safety Administration (TSA), upward appraisals, 250 voluntary benefits, 293\u2013297, 302 130, 269 upward flow of communication, 43\u201344 travel insurance, 304 U.S. Civil Service Commission, 268\u2013269 W turnovers and turnover rates U.S. Department of Labor (DOL) wage curves, 270\u2013271 of airport security screeners, 130, 269 CareerOneStop Web site, 142 wage structure, 271\u2013273, 281 from bait-and-switch recruitment, 164 on fifty-employee threshold for FMLA, 370n30 Wagner Act (1935), 39, 346\u2013347, 352, 356, 362, cost of replacing workers, 111 General Aptitude Test Battery, 175 and employee training and development, 200 on illness or injury on the job, 313 389n16. See also Taft-Hartley Act inadequate job analysis leads to, 120 Notice of Polygraph Testing, 88 Wall Street Journal, 137, 139 incentives vs., 133 OFCCP branch, 65, 73\u201374, 77\u201378 Wal-Mart, Dukes v., 76\u201377 See also employee retention O*NET, 121\u2013122 Walsh-Healy Act, 265 Twain, Mark, 226 Position Analysis Questionnaire, 122\u2013123 Wards Cove Packing Company v. Antonio, 70 20\/70\/10 forced ranking plan, 242 posters from, 64, 89, 266 WARN (Worker Adjustment and Retraining No- type A behavior, 330\u2013331 on wage and hour violations, 265 type B behavior, 330\u2013331 See also Bureau of Labor Statistics tification Act of 1988), 39, 88\u201389, 90, 104 U.S. Department of Transportation Washington v. Davis, 59, 70 U Watson Wyatt\u2019s Human Capital Index (HCI), 46 UAW (United Automobile Workers), 357 (DOT), 87 weaknesses of a company, 113 UFCW (United Food and Commercial Workers), U.S. Department of Veterans Affairs employer Web-based appraisal system, 231 Weber, United Steelworkers of America v., 71 364 assistance program, 57 Web monitoring software, 330 UMW (United Mine Workers), 357 USERRA (Uniformed Services Employment and Web sites undue hardship under ADA, 63, 370n28 unemployment compensation, 291\u2013292, 307 Reemployment Rights Act of 1994), 39, 57, AFL-CIO, 365 unemployment insurance, 384n20 65 ASTD, 193 unemployment tax (FUTA), 292, 307, 384n14 U.S. State Department, 279\u2013280, 334 blocking access to inappropriate sites, 94 unfair labor practices, 346\u2013347, 358\u2013359 U.S. Supreme Court CareerBuilder.com, 7, 139, 144 Uniformed Services Employment and on Civil Rights Act of 1866, 58\u201359 CareerOneStop, 142 discrimination-related rulings overview, 69\u201370 Center for Disease Control, 334 Reemployment Rights Act (USERRA\u2014 Ellerth case, 75, 371n82 and communications programs, 7, 37\u201338 1994), 39, 57, 64 reverse discrimination-related cases overview, 71 Monster.com, 139, 144 Uniform Guidelines on Employee Selection Procedures on use of nonunion members\u2019 dues, 345 National Conference of State Legislatures, 287 (EEOC), 66, 69\u201370 See also specific cases O*NET Online, 121\u2013122, 131 union security arrangements, 343\u2013346, 363 USWA (United Steelworkers of America), 357 OSHA, 320, 323, 325 union shops, 343 posting r\u00e9sum\u00e9s online, 147 Union Summer Program, AFL-CIO, 358 V as recruiting tool, 144\u2013145 United Automobile Workers (UAW), 357 vacation and holiday leave, 300\u2013302, 308 SHRM, 53, 193 United Food and Commercial Workers (UFCW), vaccinations for traveling, 335 social networking, 144, 161, 167 364 validity analysis, 173 U.S. Department of Labor, 64, 121\u2013122, 131, United Kingdom, 280, 301, 302, 361, 362 validity coefficients, 173, 377n44 United Mine Workers (UMW), 357 validity generalization, 175 142, 266 United Mine Workers, Gateway Coal v., 386n7 validity of selection devices, 171\u2013175, 177 U.S. State Department Travel and Living United States value of collectivism and relationships, 5 achieved status culture, 5 Vault.com, 94, 139, 161 Abroad site, 335 Vault.com, 94, 139, 161 Youth At Work (EEOC), 76 YouthRules!, 266","410 Subject Index weighted application forms, 159 workforce diversity\/composition work process engineering, 19, 23\u201324 wellness programs, 333\u2013334, 337 and disability accommodations, 11, 12, 57, work-related deaths, 314, 325, 326 well pay, 303 63, 370n43 work sampling preemployment test, \u201cwhat-if, so-what\u201d test of information priority, 44 diversity awareness, 12, 25\u201326, 212 Whirlpool Corporation v. Marshall, 386n7 embracing, 3 160, 177 whistle blowing, 49, 92\u201393 and HRM practices, 12\u201313 work site analysis by OSHA, 323 white-water rapids vs. calm waters metaphor, overview, 23 work teams. See teams Writers Guild of America strike, 341, 346, 351 195\u2013196 Workforce Management magazine, 13, 304 written verbal warning, 101 wildcat strikes, 355 Working Mother magazine, 209 written warning, 102 work community enhancement, 44 work\/life balance, 13\u201314, 25, 135, 212, 304 Wyant v. Jackson Board of Education, 70, 71 Worker Adjustment and Retraining workplace chaplains, 327 workplace fatality statistics, 314, 325, 326 Y Notification Act (WARN\u20141988), 39, workplace planning and employment HRM Youth At Work Web site (EEOC), 76 88\u201389, 90, 104 YouthRules! Web site, 266 worker characteristics per O*NET, 121, 122 skills area, 53 worker requirements per O*NET, 122 Workplace Relations Bill (Australia), 78 Z worker safety policy, 323 workplace romance, 94\u201395 zero-sum game in relative performance workers\u2019 compensation benefits, 292, 307 workplace security, 93, 325\u2013326, 337 workforce characteristics per O*NET, 122 workplace violence, 325\u2013326, 337 measures, 241, 242"]