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前言1

1 THE STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT1

Chapter 1 THE STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT1

■PartⅠIntroduction1

Preface xxi1

BRIEF1

Preface xxiii1

■PartⅠ INTRODUCTION1

第1章 人力资源管理的战略作用1

第1部分 导论1

Human Resource Management at Work2

What Is Human Resource Management?2

Line and Staff Aspects of HRM3

Line Versus Staff Authority3

Line Managers＇Human Resource Management Respoosibilities4

Human Resource Department＇s HR Management Responsibilities4

Cooperative Line and Staff Human Resource Management：An Example5

The Changing Environment of Human Resource Management9

Globalization9

Technological Advances10

Deregulation11

Trends in the Nature of Work11

Workforce Diversity12

Legal Trends Affecting Human Resource Management13

Tomorrow＇s HR Today13

New Management Practices13

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations ThroughHR15

The Changing Role of HR Management：People and Performance16

HR and Employee Commitment17

HR and Performance18

HR and Corporate Strategy19

Strategic Planning and HR Management19

The Nature of Strategic Planning19

Strategic Human Resource Management21

HR＇s Role As a Strategic Partner23

The Plan of This Book26

Key Terms28

Discussion Questions28

EXPERIENTIAL EXERCISE HRM as a Strategic Partner in Strategic Planning29

Individual and Group Activities29

CASE APPLICATION Turnover in the Bank30

CASE INCIDENT Jack Nelson＇s Problem30

Notes33

2 EQUAL OPPORTUNITY AND THE LAW36

第2章 平等就业机会及相关法律36

Chapter 2 EQUAL OPPORTUNTY AND THELAW36

Introduction37

Equal Employment Opportunity 1964-199137

Background37

Title VII of the 1964 Civil Rights Act37

Executive Orders38

Equal Pay Act of 196338

Age Discrimination in Employment Act of 196738

Pregnancy Discrimination Act of 197839

Vocational Rehabilitation Act of 197339

Vietnam Era Veterans＇Readjustment Assistance Act of 197439

Federal Agency Guidelines40

Sexual Harassment40

Selected Early Court Decisions Regarding Equal Employment Opportunity44

Equal Employment Opportunity 1989-1991：A Shifting Supreme Court46

GLOBAL HEM Enferdng the 1991 Civil Rights Act Abreed48

The Civil Rights Act of 199148

The Americans with Disabilities Act48

Equal Employment Opportunity 1991-Present48

What Is Adverse Impact？51

Defense Against Discrimination Allegations51

State and Local Equal Employment Opportunity Laws51

Summary51

How Can Adverse Impact Be Proved？52

Bona Fide Occupational Qualification54

Business Necessity56

Other Considerations in Discriminatory Practice Defenses56

Illustrative Discriminatory Employment Practices57

A Note on What You Can and Cannot Do57

Recruitment57

Selection Standards58

Sample Discriminatory Promotion，Transfer，and Layoff Practices59

Processing a Charge60

Conciliation Proceedings60

The EEOC Enforcement Process60

How to Respond to Employment Discrimination Charges61

The EEOC＇s Determination and the Attempted Conciliation63

Avoiding Discrimination Lawsuits Through Dispute Resolution63

Mandatory Arbitration of Employment Discrimination Claims64

Diversity Management and Affirmative Action Programs64

▲THE HIGH-PERFORMANCE ORGANIZATION Boiling Better，Foster，More Competitive Organizations Through HR：A Paperless EEO Compliant Process65

Managing Diversity66

Boosting Workf orce Diversity66

Equal Employment Opportunity Versus Affirmative Action68

Steps in an Affirmative Action Program68

Affirmative Action：Two Basic Strategies69

Summary71

Key Terms73

Discussion Questions73

Individual and Group Activities73

EXPERIENTIAL EXERCISE Too Informal？73

CASE INCIDENT A Case of Racial Discrimination？74

CASE APPLICATION All in the Family75

Notes78

VIDEO CASE-PART I：A CASE OF SEXUAL HARASSMENT82

Chapter 3 JOB ANALYSIS83

■Part Ⅱ RECRUTTMENT AND PLACEMENT83

3 JOB ANALYSIS83

第3章 工作分析83

第2部分 招聘与配置83

■PartⅡRecruitment and Placement83

The Nature of Job Analysis84

Job Analysis Defined84

Uses of Job Analysis Information84

Steps in Job Analysis85

Methods of Collecting Job Analysis Information87

Introduction87

The Interview87

Observation91

Questionnaires91

Participant Diaryl Logs92

U．S．Civil Service Procedure92

Quantitative Job Analysis Techniques94

▲INFORMATION TECHMOLOGY AND HR97

Getting Multiple Perspectives is Advisable98

Writing Job Descriptions98

Job Identification99

Job Summary99

Relationships99

Standards of Performance101

Responsibilities and Duties101

Working Conditions and Physical Environment102

Job Description Guidelines102

▲SMALL BUSINESS APPLICATIONS A Proctical Job Analysis Approoch103

Writing Job Specifications107

Specifications for Trained Versus Untrained Personnel107

Job Specifications Based on Judgment107

Job Specifications Based on Statistical Analysis109

Job Analysis in a“Jobless”World109

Introduction109

From Specialized to Enlarged Jobs110

Why Companies Are Becoming De-jobbed：The Need for Competitiveness110

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Threvgh HR：Modern Job Analysis Metheds112

Key Terms114

Discussion Questions114

Summary114

Individual and Group Activities115

EXPERIENTIAL EXERCISE115

CASE INCIDENT Hurricane Bonnie119

CASE APPLICATION Does Your Secretary Rank Higher Than Mine？119

Notes120

第4章 人员计划及招聘122

Chapter 4 PERSONNEL PLANNING AND RECRUITING122

4 PERSONNEL PLANNING AND RECRUITING122

The Recruitment and Selection Process123

Employment Planning and Forecasting123

How to Forecast Personnel Needs124

Forecasting the Supply of Inside Candidates126

Internal Sources of Candidates131

Forecasting the Supply of Outside Candidates133

Recruiting Job Candidates134

Advertising as a Source of Candidates135

Employment Agencies as a Source of Candidates137

Alternative Staffing Techniques145

Executive Recruiters as a Source of Candidates147

▲SMALL BUSINESS APPLICATIONS147

College Recruiting as a Source of Candidates149

Referrals and Walk- Ins as s Source of Candidates152

Recruiting on the Internet153

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Through HR：Recruiting Tech Workers155

Recruiting a More Diverse Workforce156

▲DIVERSITY COUNTS Recruiting Single Porents156

Some Other Recruiting Sources158

Recruiting Methods Used159

▲GLOBAL HRM The Global Talent Search159

Equal Opportunity and Application Forms160

Purpose of Application Forms160

Developing and Using Application Forms160

Using Application Forms to Predict Job Performance164

EXPERIENTIAL EXERCISE Forecasting Personndo Requirements164

Summary165

Key Terms165

Discussion Questions165

Individual and Group Activities165

CASE INCIDENT A Tight Labor Marker for Cleaners165

CASE APPLICATION Finding People Who Are Passionate About What They Do166

Notes167

第5章 雇员测试与甄选172

Chapter 5 EMPLOYEE TESTING AND SELECTION172

5 EMPLOYEE TESTING AND SELECTION172

The Selection Process173

Why Careful Seletion Is Important173

Basic Testing Concepts174

Validity174

Reliability175

How to Validate a Test175

Testing Guidelines175

Ethical，Legal ，and Fairness Questions in Testing179

Equal Employment Opportunity Aspects of Testing179

Types of Tests182

Tests of Cognitive Abilities182

Using Tests at Work182

Tests of Motor and Physical Abilities183

Measuring Personality and Interests184

▲INFORMATION TECHNOLOGY AND HR Computer-Interactive Perfermcmce Test184

Achievement Tests186

Work Samples and Simulations186

Work Sampling for Employee Selection186

Management Assessment Centers187

Video-Based Situational Testing188

The Miniature Job Training and Evaluation Approach189

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Threugh HR：Skills Testing189

Other Selection Techniques190

Background Investigations and Reference Chccks190

The Polygraph and Honesty Testing196

Graphology200

Physical Examination201

Drug Screening201

Testing，Selection，and Organizational Performance202

Complying with the Immigration Law203

▲SMALL BUSINESS APPLICATIONS Small Busimess Testing and Reference Cheching204

Summary207

Key Terms207

Discussion Questions208

Individual and Group Activities208

EXPERIENTIAL EXERCISES The Reference Check208

Notes208

CASE INCIDENT The Tough Screener209

CASE APPLICATION Carter Cleaning Company210

第6章 面试求职者215

Chapter 6 INTERVIEWING CANDIDATES215

6 INTERVIEWING CANDIDATES215

Basic Features of Interviews216

Types of Interviews216

How Useful Are Interviews？223

▲INFORMATION TECHNOLOGY AND HR Cemputer Applicotians In Interviswing：The Computer-Aided Intervisw223

Interviewing and the Law：Employment Discrmination“Testers”224

What Factors Can Undermine An Interview＇s Usefulness224

Snap Judgements224

Negative Emphasis225

Misunderstanding the Job225

Influence of Nonverbal Behavior226

Candidate-Order（Contrast）Error226

Pressure to Hire226

▲DIVERSTTY COUNTS Dressing for the Interview227

Too Much/Too Little Talking228

Playing District Attorney or Psychologist228

Designing and Conducting the Effective Interview228

Telegraphing228

The Structured Interview229

Guidelines for Conducting an Interview230

▲SMALL BUSINESS APPLICATIONS Interview Procedures235

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Through HR：A Tetul Selectien Pregram236

Summary239

Key Terms239

Discussion Questions239

EXPERIENTIAL EXERCISE240

Individual and Group Activities240

CASE INCIDENT The Out-of-Control Interview241

CASE APPLICATION The Lost Interview241

APPENDLQ6-1 GUIDELINES FOR INTERVIEWEES242

Notes244

VIDEO CASE-PARTⅡ ：INTERVIEWING JOB CANDIDATES247

Chapter 7 TRAINING AND DEVELOPING EMPLOYEES248

第3部分 培训与开发248

第7章 培训及开发雇员248

■ Part Ⅲ Training and Development248

7 TRAINING AND DEVELOPING EMPLOYEES248

■PartⅢ TRAINING AND DEVELOPMENT248

The Training Process249

Orienting Employees249

Introduction249

The Five-Step Training and Development Process251

Training and Learning253

Training Needs Analysis254

Legal Aspects of Training254

Task Analysis：Assessing the Training Needs of New Employees254

Performance Analysis：Determining the Training Needs of Current Employers256

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Threugh HR：An Employee Testing and Training Program256

Training Techniques257

On-the-Job Training257

Job Instruction Training259

Informal Learning259

Apprenticeship Training259

Lectures260

Programmed Learning261

Audiovisual Techniques261

Vestibule or Simulated Training263

Computer-Based Training263

Training Via CD-ROM and the Internet263

▲SMALL BUSINESS APPLICATIONS Training266

Training for Special Purposes268

Literacy Training Techniques268

AIDS Education268

▲GLOBAL HRM Traiaing for International Busimess269

Diversity Training270

Customer Service Training270

Training for Teamwork and Empowerment270

Providing Employees with Lifelong Learning270

Managerial Development and Training Techniques272

What Is Management Development？272

Managerial on-the-Job Training272

▲DIVERSITY COUNTS De Women Make Better Managers274

▲DIVERSITY COVNTS DO Women Make Beffe274

Managerial off-the-Job Training and Development Techniques275

Managers Evaluating the Training Effort280

Training Effects to Measare281

Summary283

Key Terms283

Discussion Questions283

Individual and Group Activities284

EXPERIENTIAL EXERCISE284

CASE INCIDENT Reinventing the Wheel at Apex Door Company285

CASE OPPLICATION A Training and Development Problem at Sumerson Manufacturing286

Notes287

第8章 组织的吐故纳新291

Chapter 8 MANAGING ORGANIZATIONAL RENEWAL291

8 MANAGING ORGANIZATIONAL RENEWAL291

Managing Organizational Change and Development292

What to Change？HR＇s Role292

A10-Step Process for Leading Organizational Change293

Using Organizational Development to Change Organizations296

Instituting Total Quality Management Programs299

What Is Quality？299

Total Quality Management Programs300

Human Resource Management and the Quality Improvement Effort301

The Nature of Self-Directed Teams and Worker Empowerment303

Creating Team-Based Organizations303

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Through HR：Product Improvement Teams304

▲GLOBAL HRM Extending Partkipative Dedsien Making Abrsod306

How HR Helps to Build Productive Teams307

HR＇s Role as a Strategic Partner in Creating Teams：An Example307

HR and Business Process Reengineering309

What Is Business Process Reengineering？309

Instituting Flexible Work Arrangements310

HR＇s Role in Reengineering Processes310

Flextime311

Three-and Four-Day Workweeks312

Other Flexible Work Arrangements312

Summary313

Key Terms314

Discussion Questions314

Individual and Group Activities314

EXPERIENTIAL EXERCISE Unfreezing an Organization314

CASE INCIDENT“We＇re Getting Nowhere Fast”315

CASE APPLICATION Is the Honeymoon Over at Flat Rock？316

Notes317

第9章 绩效考核320

9 APPRAISING PERFORMANCE320

Chapter 9 APPRAISING PERFORMANCE320

The Appraisal Process321

The Supervisor s Role in Appraisal322

Steps in Appraising Performance322

How to Clarify What Performance You Expect323

Appraisal Methods323

Graphic Rating Scale Method323

Alternation Ranking Method323

Paired Comparison Method327

Forced Distribution Method327

Critical Incident Method329

Narrative Forms329

Behaviorally Anchored Rating Scales331

The Management by Objectives(MBO)Method333

Mixing the Methods334

▲INFORMATION TECHNOLOGY AND HR Computerized Performance Appraisals Eloctronic Porformance Monitoring336

Appraising Performance: Problems and Solutions337

Dealing with Rating Scale Appraisal Problems337

How to Avoid Appraisal Problems340

Legal and Ethical Issues in Performance Appraisal342

Who Should Do the Appraising343

The Appraisal Interview346

Types of Interviews346

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive Organizations Through HR: 360---Degree Performance Management System346

How to Prepare for the Appraisal Interview347

How to Conduct the Interview347

Performance Appraisal in Practice349

The Role of Appraisals in Managing Performance350

Do Appraisals Really Help to Improve Performance350

TQM-Based Appraisals for Managing Performance351

Summary354

Discussion Questions355

Individual and Group Activities355

EXPERIENTIAL EXERCISE355

Key Terms355

CASE INCIDENT Back with a Vengeance356

CASE APPLICATION Appraising the Secretaries at Sweetwater U357

Notes358

第10章 职业管理及公平对待362

Chapter 10 MANAGING CAREERS AND FAIR TREATMENT362

10 MANAGING CAREERS AND FAIR TREATMENT362

Roles in Career Development363

The Basics of Career Management363

Managing Promotions and Transfers366

Making Promotion Decisions366

▲DIVERSITY COUNTS In Promotion and Career Management368

Handling Transfers369

Career Management and Commitment370

Managing Fair Treatment374

Introduction : The Building Blocks of Fairness374

Build Two-Way Communications374

Emphasize Fairness in Discipline375

▲THE HIGH-PERFORMANCE ORGANIZTION Building Better,Faster,More Competitive Organizations Through HR: Communications375

Manage Employee Privacy377

Managing Dismissals378

Grounds for Dismissal379

Avoiding Wrongful Discharge Suits380

The Termination Interview382

Layoffs and the Plant Closing Law383

Adjusting in Downsizings and Mergers385

Retirement386

Summary387

Key Terms387

Discussion Questions388

Individual and Group Activities388

EXPERIENTIAL EXERCISE388

CASE INCIDENT Job Insecurity at IBM389

CASE APPLICATION The Mentor Relationship Turns Upside Down390

Notes391

VIDEO CASE-PART III: APPRAISING PERFORMANCE394

11 ESTABLISHING PAY PLANS395

Chapter 11 ESTABLISHING PAY PLANS395

第4部分 薪酬395

·Part IV COMPENSATION395

■Part Ⅳ Compensation395

第11章 建立报酬计划395

Basic Aspects of Compensation396

Compensation at Work396

Basic Factors in Determining Pay Rates396

Legal Considerations in Compensation396

Union Influences on Compensation Decisions399

Compensation Policies399

Equity and Its Impact on Pay Rates399

Establishing Pay Rates400

Step 1. Conduct the Salary Survey400

Step 2. Determine the Worth of Each Job : Job Evaluation403

Step 3. Group Similar Jobs into Pay Grades408

Step 4. Price Each Pay Grade-Wage Curves408

Step 5. Fine-Tune Pay Rates408

Current Trends in Compensation411

Skill-Based Pay411

Broadbanding413

▲INFORMATION TECHNOLOGY AND HR Web sites for Compensation Management415

Why Job Evaluation Plans Are Still Widely Used415

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Fester,More Competitive Organizations Through HR: Strafegic Compensation Management416

A Glimpse Into the Future-The New Pay418

Pricing Managerial and Professional Jobs419

Compensating Managers419

Compensating Professional Employees421

Current Issues in Compensation Management421

The Issue of Comparable Worth421

The Issue of Cost-of-Living Differentials423

The Issue of Salary Compression423

▲GLOBAL ISSUES IN HR The Issue of Compensating Expatriate Employees424

▲SMALL BUSINESS APPLICATIONS Developing a Pay Plan425

Summary428

Key Terms428

Discussion Questions429

Individual and Group Activities429

EXPERIENTIAL EXERCISE429

CASE INCIDENT Salary Inequities at Acme Manufacturing430

CASE APPLICATION Salary Administration in the Engineering Department431

Notes434

Chapter 12 PAY-FOR-PERFORMANCE AND FINANCIAL INCENTIVES438

12 PAY-FOR-PERFORMANCE AND FINANCIAL INCENTIVES438

第12章 按绩效付酬及经济激励438

Money and Motivation : Background439

Performance and Pay439

Types of Incentive Plans440

Incentives for Operations Employees441

Piecework Plans441

Team or Group Variable Pay Incentive Plans442

Standard Hour Plan442

Incentives for Managers and Executives443

Short-Term Incentives : The Annual Bonus443

Long-Term Incentives445

Incentives for Salespeople449

Salary Plan450

Commission Plan450

Combination Plan451

Merit Pay As an Incentive452

Incentives for Other Professionals and Employees452

Organization Variable Pay Plans454

Profit-Sharing Plans454

Incentives for Professional Employees454

Employee Stock Ownership Plan (ESOP)455

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive Organizations Through HR: Sharing the Wealth456

Scanlon Plan457

Gainsharing Plans457

At-Risk Variable Pay Plans460

Developing More Effective Incentive Plans460

When to Use Incentives460

How to Implement Incentive Plans460

Why Incentive Plans Don t Work460

▲SMALL BUSINESS APPUCATIONS463

Incentive Plans in Practice464

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive Organizations Through HR: Incentive Pans465

Summary467

Key Terms467

Discusiion Questions467

Individual and Group Activities468

EXPERIENTIAL EXERCISE Analyze a Compensation System468

CASE INCIDENT Distributing the Raise Pool469

CASE APPLICATION Bringing the Team Concept into Compensation ---or Not470

Notes470

Chapter 13 BENEFITS AND SERVICES475

第13章 福利与服务475

13 BENEFITS AND SERVICES475

The Benefits Picture Today476

Unemployment Insurance477

Pay for Time Not Worked477

Vacations and Holidays480

Sick Leave481

Severance Pay483

Supplemental Unemployment Benefits483

Insurance Benefits485

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive Orgonizations Through HR: Worker s Compersation485

Worker s Compensation485

Life Insurance487

Hospitalization, Medical, and Disability Insurance487

Retirement Benefits491

Social Security491

Pension Plans491

Pensions and the Law493

Benefits Trends494

Employee Services Benefits495

Personal Services Benefits495

Job-Related Services Benefits496

Executive Perquisites500

Flexible Benefits Programs500

Employee Preferences for Various Benefits500

The Cafeteria Approach501

▲INFORMATION AND HR TECHNOLOGY Computers and Benefits502

How DO Your Benefits Stack Up?503

▲SMALL BUSINESS APPLICATIONS Benefits and Employees Leasing503

Summary506

Key Terms507

Discussion Questions507

Individual and Group Activities507

EXPERIENTIAL EXERCISE508

CASE INCIDENT Benefits? Who Needs Benefits?508

CASE APPLICATION Family Values or Abuse of Benefits?509

Notes510

VIDEO CASE---PARTIV: ESTABLISHING PAY PLANS515

·Part V LABOR RELATIONS AND EMPLOYEE SECURITY516

14 LABOR RELAWIONS AND COLLECTIVE BARGAINING516

第5部分 劳资关系及员工安全516

第14章 劳资关系及集体谈判516

Chapter 14 LABOR RELATIONS AND COLLECTIVE BARGAINING516

■Part ⅤLabor Relations and Employee Security516

Introduction: The Labor Movement517

A Brief History of the American Union Movement517

Why Do Workers Orgarize?518

The AFL-CIO520

What Do Unions Want?520

Unions and the Law521

Background521

Period of Strong Encouragement: The Norris-LaQuardia Act(1932)and the National Labor Relations or Wagner Act (1935)521

Period of Modified Encouragement Coupled with Regulation : The Taft-Hartley Act(1947)521

Period of Detailed Regulation of Internal Union Affairs : The Landrum-Griffin Act(1959)522

Labor Law Today526

The Union Drive and Election527

Step 1.Initial Contact527

▲GLOBAL HRM Unions Go Global527

Step 2.Obtaining Authorization Cards529

Step 3.Hold a Hearing530

Step 4.The Campaign533

Step 5.The Election533

How to Lose an NLRB Election534

The Supervisor s Role535

Rules Regarding Literature and Solicitations535

Guidelines for Employers Wishing to Stay Union-Free536

Decertification Elections : When Employees Want to Oust Their Union537

The Collective Bargaining Process538

What Is Collective Bargaining?538

What Is Good Faith?538

The Negotiating Team539

Bargaining Items540

Bargaining Stages540

Impasses, Mediation, and Strikes541

Changes to Expect After Being Unionized544

The Contract Agreement Itself544

Contract Administration : Grievances545

The Important Role of Contract Administration545

What Are the Sources of Grievances?545

The Grievance Procedure546

Guidelines for Handling Grievances546

▲DIVERSITY COUNTS Gender Differences in Disputes and Dispute Resolution546

The Future of Unionism548

Unions Fall on Hard Times548

What s Next for Unions549

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive or Organization Through HR: Union-Management Relations550

Unions and Employee Participation Program550

Are Employee Participation Programs Unfair Labor Practices?551

Summary552

Key Terms554

Discussion Questions554

Individual and Group Activities554

EXPERIENTIAL EXERCISE554

CASE INCIDENT Disciplinary Action555

CASE APPLICATION Empowerment Through Assignment Flexibility556

Notes558

Chapter 15 EMPLOYEE SAFETY AND HEALTH562

15 EMPLOYEE SAFETY AND HEALTH562

第15章 雇员安全与健康562

Why Employee Safely and Health Are Important563

Basic Facts About Occupational Safely Law563

Purpose563

OSHA Standards563

OSHA Recordkeeping Procedures564

Inspections and Citations564

Responsibilities and Rights of Employers and Employees568

The Changing Nature of OSHA569

Top Management Commitment570

▲SMALL BUSINESS APPLICATIONS OSHA and the Small Business570

The Role of Management Commitment to Safety570

What Causes Accidents?571

The Three Basic Causes of Accidents571

Unsafe Conditions and Other Work-Related Accident-Causing Factors571

What Causes Unsafe Acts(A Second Basic Course of Accidents)573

How to Prevent Accidents575

Reducing Unsafe Acts Through Selection and Placement575

Reducing Unsafe Conditions575

Reducing Unsafe Acts Through Posters and Other Propaganda577

Reducing Unsafe Acts Through Training578

Reducing Unsafe Acts Through Incentive Programs and Positive Reinforcement578

Reducing Unsafe Acts Through Top-Management Commitment579

Reducing Unsafe Acts by Emphasizing Safety579

Reducing Unsafe Acts by Establishing a Safety Policy579

Reducing Unsafe Acts by Setting Specific Loss Controls Goals580

Reducing Unsafe Acts by Conducting Safety and Health Inspections580

Reducing Unsafe Acts by Monitoring Work Overload and Stress580

Safety Beyond the Plant Gate580

▲GLOBAL HRM Safety at Soudi Petrol Chemical581

▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster ,High Competitive Organizations Through HR: Safety Programs582

Controlling Worker s Compensation Costs582

Employee Health: Problems and Remedies583

Alcoholism and Substance Abuse583

The Problems of Job Stress and Burnout586

Burnout588

Asbestos Exposure at Work589

Video Display Health Problems and How to Avoid Them589

AIDS and the Workplace590

Workplace Smoking592

Dealing with Violence at Work593

▲DIVERSITY COUNTS In Oaupational Safety and Health596

Summary598

Key Terms599

Discussion Questions599

EXPERIENTIAL EXERCISE600

CASE INCIDENT The New Safety Program600

Individual and Group Activities600

CASE APPLICATION Introducing Ergonomics : What Went Wrong?601

APPENDIX 15-1 SELF-INSPECTION SAFETY AND HEALTH CHECKLIST603

Notes606

VIDEO CASE-PARTV: LABOR RELATIONS612

Chapter 16 MANAGING HUMAN RESOURCES IN AN INTERNATIONAL BUSINESS613

第6部分 国际人力资源管理613

16 MANAGING HUMAN RESOURCES IN AN INTERNATIONAL BUSINESS613

·Part VI INTERNATIONAL HRM613

■Part Ⅵ International HRM613

第16章 在国际商业活动中的人力资源管理613

The Internationalization of Business614

The Growth of International Business614

HR and the International Business Challenge614

How Intercountry Differences Affect HRM614

Improving International Assignments Through Selection620

Why International Assignments Fail620

International Staffing : Sources of Managers621

International Staffing Policy622

Selecting International Managers623

▲DIVERSITY COUNTS Sending Women Managers Abroad626

Training and Maintaining International Employees626

Orienting and Training Employees for International Assignments626

International Compensation627

Performance Appraisal of International Managers629

International Labor Relations630

Safety and Fair Treatment Abroad631

Repatriation : Problems and Solutions632

Summary633

Discussion Questions634

Individual and Group Activities634

EXPERIENTIAL EXERCISE Compensation Incentives for Expatriate Employees635

CASE INCIDENT Boss, I Think We Have a Problem636

CASE APPLICATION Taking a Fast Boat to Nowhere636

APPENDIX 16-1 TOWARD AN HR RHILOSOPHY AND AUDITING THE HRM FUNCTION638

Notes641

VIDEO CASE-PART VI: Managing Human Resources in an International Business644

附录A：人力资源系统的建立及其计算机化645

Appendix A ESTABLISHING AND COMPUTERIZING HUMAN RESOURCE SYSTEMS645

APPENDIX A ESTABLISHING AND COMPUTERIZING HUMAN RESOURCE SYSTEMS645

Introduction645

Basic Components of Manual HR Systems645

Automating Individual HR Tasks648

Establishing Human Resource Information Systems (HRIS)648

Why an HRIS?648

HRIS in Action649

HRIS Vendors650

Internets,Intranets,and HRM650

HR and the Internet650

HR and Intranets651

Notes652

附录B：管理你的职业生涯653

Appendix B MANAGING YOUR CAREER653

APPENDIX B MANAGING YOUR CAREER653

Factors That Affect Career Choices653

Identify Occupational Orientation653

Identify Career Directions654

Identify Skills654

Identify Career Anchors657

What Do You Want To Do?659

Identify High-Potential Occupations659

Finding the Right Job660

Helping You Get the Right Job660

Job Search Techniques661

Finding a Job on the Internet662

Writing Your Résumé662

Information Technology and HR662

Handling the Interview665

Notes666

APPENDIX C QUANTITATIVE JOB EV ALUATION METHODS667

The Factor Comparison Job Evaluation Method667

附录C：定量的职位评价方法669

Appendix C QUANTTTATIVE JOB EVALUATION METHODS669

The Point Method of Job Evaluation673

Notes674

术语表675

Glossary675

Glossary675

Pholo Credits683

图片索引683

Photo Credits683

人名与组织索引685

Name and Organization Index685

Name and Organization Index685

Subject Index689

Subject Index689

主题索引689