Strategic Human Resource Management - Jeffrey A. Mello - Hardcover - NON-FICTION - ENGLISH - 9780324290431

Summary: This text offers a truly innovative, integrative framework that examines the traditional functional HR areas from a strategic perspective. This text is organized into two sections. The first section, Chapters 1-7, examines the context of strategic HR and develops a framework and conceptual model for the practice of strategic HR. The second section, Chapters 8-14, examines the actual practice and implementation of strategic HR through a discussion of strategic issues that need to be addressed while developing specific programs and policies related to the traditional functional areas of HR (staffing, training, performance management, etc.). The integrative framework that requires linkage between, consistency among these functional HR activities, and the approach toward writing about these traditional functional areas from a strategic perspective distinguish the text from what is currently on the market. Academic Level : Scholarly/Graduate Author : Jeffrey A. Mello Binding : Hardcover BISAC Subject : Business & Economics / Human Resources & Personnel Management Book Type : NON-FICTION Dewey : 658.3 Edition : 2, Subsequent Language : ENGLISH LCCN : 2004114068 Library Subject : Case studies, Human capital, Labor productivity, Organizational effectiveness, Personnel management, Strategic planning Pages : 694, xxi, 694 p. : Place of Publication : United States Publication Date : 01/10/2005 Subject Development : Business Textual Format : Textbooks, Lower level Table of Contents PART 1: THE CONTEXT OF STRATEGIC HUMAN RESOURCE MANAGEMENT An Investment Perspective of Human Resource Management 3 (42) Adopting an Investment Perspective 5 (1) Managing Employees at United Parcel Service 5 (1) Valuation of Assets 6 (2) Understanding and Measuring Human Capital 8 (1) Measuring Human Assets/Capital at Dow Chemical 9 (1) Factors Influencing How ``Investment Oriented'' an Organization Is 10 (35) Conclusion 13 (1) Critical Thinking 13 (1) Experiential Exercises 14 (1) Internet Exercises 15 (1) Chapter References 15 (1) Reading 1.1: The Hidden Leverage of Human Capital 16 (5) Jeffrey A. Oxman Reading 1.2: Seven Common Misconceptions about Human Resource Practices: Research Findings versus Practitioner Beliefs 21 (11) Sara L. Rynes Kenneth G. Brown Amy E. Colbert Reading 1.3: Producing Sustainable Competitive Advantage Through the Effective Management of People 32 (13) Jeffrey Pfeffer Challenges in Strategic Human Resource Management 45 (58) Impact of Technology 46 (2) HR Issues and Challenges Related to Technology 48 (1) Telecommuting at Merrill Lynch 49 (3) Employee Surveilance and Monitoring 50 (1) e-HR 51 (1) Ethical Behavior 52 (1) Intrapreneurship at Intel 53 (4) Workforce Demographic Changes and Diversity 57 (3) Generational Diversity 58 (2) Diversity at Hasbro 60 (1) Diversity at Texas Instruments 61 (2) Diversity Initiatives at Intel 63 (40) Conclusion 65 (1) Critical Thinking 65 (1) Experiential Exercises 66 (1) Internet Exercises 66 (1) Chapter References 66 (2) Reading 2.1: Five Challenges to Virtual Team Success: Lessons from Sabre, Inc. 68 (14) Bradley L. Kirkman Benson Rosen Cristina B. Gibson Paul E. Tesluk Simon O. McPherson Reading 2.2: The Employment Law Impact of the Sarbanes-Oxley Act 82 (12) Paul E. Starkman Reading 2.3: Employee Satisfaction 94 (9) Jennifer Schramm Strategic Management 103 (54) Models of Strategy 104 (1) Sarasota Memorial Hospital 105 (1) The Process of Strategic Management 105 (5) Mission Statement 105 (1) Analysis of Environment 106 (1) Organization Self-Assessment 107 (2) Establishing Goals and Objectives 109 (1) Setting Strategy 110 (1) First Tennessee National Corp. 110 (1) Corporate Strategies 110 (2) Business Unit Strategies 112 (45) Conclusion 114 (1) Critical Thinking 115 (1) Experiential Exercises 115 (1) Internet Exercises 116 (1) Chapter References 116 (1) Reading 3.1: Human Resources and the Resource-Based View of the Firm 117 (15) Patrick M. Wright Benjamin B. Dunford Scott A. Snell Reading 3.2: Distinctive Human Resources Are Firm' Core Competencies 132 (12) Peter Cappelli Anne Crocker-Hefter Reading 3.3: Strategic Human Resources Management: Linking the People with the Strategic Needs of the Business 144 (13) Randall S. Schuler The Evolving/Strategic Role of Human Resource Management 157 (50) Strategic HR verses Traditional HR 159 (1) HR Roles at Mercantile Bank 160 (3) Strategic Human Resource Management at Southwest Airlines 163 (3) Barriers to Strategic HR 166 (3) Conclusion 168 (1) Strategic Reorganization of the HR Function at General Motors 169 (1) Strategic Reorganization of the HR Function at Wells Fargo Bank 169 (38) Critical Thinking 171 (1) Experiential Exercises 172 (1) Internet Exercises 172 (1) Chapter References 173 (1) Reading 4.1: Strategic Human Resource Management: An Organisational Learning Perspective 174 (10) Jesus M. Rodriguez Patricia Ordonez de Pablos Reading 4.2: Understanding HRM--Firm Performance Linkages: The Role of the ``Strength'' of the HRM System 184 (17) David E. Bowen Cheri Ostroff Reading 4.3: Culturally Compatible HR Strategies 201 (6) Robert J. Greene Human Resource Planning 207 (44) Human Resource Planning at Drexel Heritage Furnishing 209 (1) Human Capital Management at the United States Postal Service 210 (1) Objectives of Human Resource Planning 210 (2) Types of Planning 212 (4) Aggregate Planning 212 (3) Succession Planning 215 (1) Succession Planning at K. Hovanian Enterprises 216 (2) Succession Planning at Dole Food 218 (1) CEO Succession Planning at General Electric 219 (32) Conclusion 219 (1) Critical Thinking 220 (1) Experiential Exercises 221 (1) Internet Exercises 221 (1) Chapter References 222 (1) Reading 5.1: Heirs Unapparent 223 (6) Robert J. Grossman Reading 5.2: Designing Succession Systems for New Competitive Realities 229 (7) Edmund J. Metz Reading 5.3: If HR Were Really Strategically Proactive: Present and Future Directions in HR's Contribution to Competitive Advantage 236 (15) Wayne Brockbank Design and Redesign of Work Systems 251 (46) Design of Work Systems 252 (2) What Workers Do 252 (3) What Workers Need 255 (2) How Jobs Interface with Other Jobs 257 Job Rotation at General Electric 254 (3) Redesign of Work Systems 257 (1) Strategic Work Redesign in Action 258 (1) Outsourcing and Offshoring 258 (1) Outsourcing by Federal and State Governments 259 (2) Mergers and Acquisitions 261 (1) The Human Side of Creating AOL Time Warner 262 (1) Teams at Dow Chemical 263 (1) Understanding Change 263 (1) Managing Change 264 (33) Conclusion 265 (1) Critical Thinking 265 (1) Experiential Exercises 266 (1) Internet Exercises 266 (1) Chapter References 267 (1) Reading 6.1: Restructuring Teams for the Re-Engineered Organization 268 (9) Afsaneh Nahavandi Eileen Aranda Reading 6.2: Human Resource Management Outsourcing: The Make or Buy Decision 277 (12) Charles R. Greer Stuart A. Youngblood David A. Gray Reading 6.3: Work Redesign and Performance Management in Times of Downsizing 289 (8) A.S. Evangelista Lisa A. Burke Employment Law 297 (46) Scope of Laws 298 (1) Federal Antidiscrimination Laws 299 (2) Equal Pay Act 299 (1) Civil Rights Act of 1964 300 (1) Age Discrimination in Employment Act of 1967 301 (1) Rehabilitation Act of 1973 301 (1) Pregnancy Discrimination Act of 1978 302 (1) Americans with Disabilities Act of 1990 302 (2) Civil Rights Act of 1991 304 (1) Family and Medical Leave Act of 1992 304 Racial Discrimination at Coca-Cola 301 (2) Employees with Disabilities at IBM 303 (2) Enforcement of Federal Laws Under the EEOC 305 (3) Executive Orders 308 (1) Affirmative Action 309 (1) Sexual Harassment 310 (1) What Sexual Harassment Is 310 (1) Problems in Managing Sexual Harassment 311 (2) Strategy for Managing Sexual Harassment 313 (1) Complications Abroad 314 Cleaning Up Sexual Harassment at Dial 311 (32) Conclusion 315 (1) Critical Thinking 315 (1) Experiential Exercises 316 (1) Internet Exercises 316 (1) Chapter References 317 (1) Reading 7.1: Responding to the Supreme Court: Employment Practices and the ADA 318 (7) Michael T. Zugelder Paul J. Champagne Reading 7.2: The Dual Loyalty Dilemma for HR Managers Under Title VII Compliance 325 (7) Jeffrey A. Mello Reading 7.3: In Defense of Preference 332 (11) Nathan Glazer PART 2: IMPLEMENTATION OF STRATEGIC HUMAN RESOURCE MANAGEMENT Staffing 343 (58) Recruiting 344 (6) Temporary Versus Permanent Employees 344 (1) Internal Versus External Recruiting 345 (2) When and How Extensively to Recruit 347 (1) Methods of Recruiting 348 (2) E-cruiting at Air Products and Chemicals, Inc. 350 (1) Staffing at St. Peter's Health Care 351 (1) Outsourced Recruiting at Kellogg 352 (1) College Recruiting via Internships at Microsoft 353 (1) Selection 353 (5) Interviewing 354 (2) Testing 356 (2) References 358 (1) Call-Center Staffing at Capital One 358 (1) International Assignments 359 (1) Diversity 360 (41) Conclusion 360 (1) Critical Thinking 361 (1) Experiential Exercises 362 (1) Internet Exercises 362 (1) Chapter References 362 (2) Reading 8.1: Hiring for the Organization, Not the Job 364 (14) David E. Bowen Gerald E. Ledford, Jr. Barry R. Nathan Reading 8.2: Causes and Consequences of Declining Early Departures from Foreign Assignments 378 (12) Gary S. Insch John D. Daniels Reading 8.3: Designing and Implementing Global Staffing Systems: Part I--Leaders in Global Staffing 390 (11) Darin Wiechmann Ann Marie Ryan Monica Hemingway Training and Development 401 (42) New Employee Training at Black and Decker 403 (1) Boot Camp at MicroStrategy 403 (1) Benefits of Training and Development 404 (1) Planning and Strategizing Training 405 (2) Objectives 406 (1) Design and Delivery 407 (3) Evaluation 410 Using Training to Facilitate a Merger at Hewlett-Packard 407 (1) Computer-Based Training at Qualcomm 408 (1) E-Learning at EMC Corporation 409 (2) Integrating Training with Performance Management Systems and Compensation 411 (1) Strategizing Training and Performance Management at Anheuser-Busch 412 (31) Conclusion 413 (1) Critical Thinking 413 (1) Experiential Exercises 414 (1) Internet Exercises 414 (1) Chapter References 414 (1) Reading 9.1: The Imperative of Developing Global Leaders 415 (8) Dana Brower Terry Newell Peter Ronayne Reading 9.2: Designing Management Training and Development for Competitive Advantage: Lessons from the Best 423 (12) Judy D. Olian Cathy C. Durham Amy L. Kristof Kenneth G. Brown Richard M. Pierce Linda Kunder Reading 9.3: The Strategic Training of Employees Model: Balancing Organizational Constraints and Training Content 435 (8) Dan Wentland Performance Management and Feedback 443 (50) Use of the System 445 (2) Who Evaluates 447 (2) What to Evaluate 449 (1) Strategic Performance Management at Continental Airlines 450 (2) Competency-Based Performance and Development at Capital One 452 (1) How to Evaluate 452 (2) Measures of Evaluation 454 (4) Other Considerations 458 (35) Why Performance Management Systems Often Fail 458 (2) Addressing the Shortcomings of Performance Management Systems 460 (1) Conclusion 460 (1) Critical Thinking 461 (1) Experiential Exercises 461 (1) Internet Exercises 462 (1) Chapter References 462 (1) Reading 10.1: Has 360-Degree Feedback Gone Amok? 463 (9) David A. Waldman Leanne E. Atwater David Antonioni Reading 10.2: Aligning Service Strategy through Super-Measure Management 472 (11) Ivor Morgan Jay Rao Reading 10.3: Strategic Performance Appraisal in Team-Based Organizations: One Size Does Not Fit All 483 (10) Susanne G. Scott Walter O. Einstein Compensation 493 (34) Equity 495 (7) Internal Equity 496 (3) External Equity 499 (2) Individual Equity 501 (1) Team-Based Incentive Pay at Children's Hospital Boston 502 (2) Team-Based Pay at Phelps Dodge 504 (1) Legal Issues in Compensation 504 (2) Executive Compensation 506 (21) Conclusion 507 (1) Critical Thinking 507 (1) Experiential Exercises 508 (1) Internet Exercises 508 (1) Chapter References 508 (2) Reading 11.1: Compensating Teams 510 (6) Perry Pascarella Reading 11.2: Executive Compensation: Examining an Old Issue from New Perspectives 516 (6) Parbudyal Singh Naresh C. Agarwal Reading 11.3: Pay Strategy for the New Millennium 522 (5) Edward E. Lawler III Labor Relations 527 (38) Why Employees Unionize 530 (1) The National Labor Relations Act 531 (1) Behavior during Organizing Campaigns 532 (1) Collective Bargaining 533 (2) Failure to Reach Agreement 535 (1) Unions Today 536 (29) Conclusion 537 (2) Critical Thinking 539 (1) Experiential Exercises 539 (1) Internet Exercises 539 (1) Chapter References 540 (1) Reading 12.1: The Bush NLRB: Can Balance Be Restored? 541 (9) Heather L. MacDougall Reading 12.2: A Direct Defense: Using an Employment Practices Compliance Approach to Avoid Employee Lawsuits 550 (9) Ken Thrasher Reading 12.3: Embracing the Future: Union Strategies for the 21st Century 559 (6) Peter Lazes Jane Savage Employee Separation 565 (44) Reductions in Force 566 (2) Layoffs at Kodak 568 (1) Turnover 569 (3) Managing Retention at Sprint PCS 572 (1) Strategic Retention at United Airlines 572 (1) Retaining Talent at Intel 573 (1) Strategic Downsizing at Charles Schwab 574 (1) Retirement 574 (35) Conclusion 576 (1) Critical Thinking 576 (1) Experiential exercises 577 (1) Internet Exercises 577 (1) Chapter References 577 (2) Reading 13.1: Holding On to High Performers: A Strategic Approach to Retention 579 (7) Eileen M. Garger Reading 13.2: Strategies for Responsible Restructuring 586 (12) Wayne F. Cascio Reading 13.3: Retirement of Older Workers: Issues and Policies 598 (11) Naresh C. Agarwal Michael G. DeGroote Global Human resource Management 609 (76) Strategic Global HR at McDonald's 610 (1) How Global HRM Differs from Domestic HRM 611 (1) Assessing Culture 612 (3) Strategic HR Issues in Global Assignments 615 (2) Expatriate Selection at Kellogg Co. 617 (2) Repatriation 619 (2) Repatriation at Colgate-Palmolive 621 (1) The European Union 621 (52) Conclusion 622 (1) Critical Thinking 622 (1) Experiential Exercises 623 (1) Internet Exercises 623 (1) Chapter References 623 (2) Reading 14.1: Managing the Global Workforce: Challenges and Strategies 625 (14) Karen Roberts Ellen Ernst Kossek Cynthia Ozeki Reading 14.2: Four Seasons Goes to Paris 639 (20) Roger Hallowell David Bowen Carin-Isabel Knoop Reading 14.3: Adapting to a Boundaryless World: A Developmental Expatriate Model 659 (14) Juan I. Sanchez Paul E. Spector Gary L. Cooper PART 3: HARVARD BUSINESS SCHOOL CASES Chapter 1 Best Buy Co., Inc. (A): An Innovator's Journey 673 (1) Homestead Technologies: A Start-Up Built to Last 673 (1) Chapter 2 BRAC 674 (1) General Mills and the Hawthorne Huddle 674 (1) Chapter 3 Lockheed Martin: The Employer of Choice Mission 674 (1) Siemen's Medical Solutions: Strategic Turnaround 675 (1) Chapter 4 Cirque du Soleil 675 (1) Strategic Review at Egon Zehnder International 675 (1) Chapter 5 Developing Professionals: The BCG Way (A) 676 (1) De La Salle Academy 676 (1) Chapter 6 Midwest Office Products 677 (1) Offshoring at Global Information Systems, Inc. 677 (1) Chapter 7 Lonestar 678 (1) Women and Power: Stories from Around the Globe 678 (1) Chapter 8 SG Cowen: New Recruits 678 (1) JetBlue Airways: Starting from Scratch 678 (1) Chapter 9 The Federal Reserve Bank of Chicago's Mentoring Program (A) 679 (1) Microsoft's Vega Project: Developing People and Products 679 (1) Chapter 10 The Firmwide 360-degree Performance Evaluation Process at Morgan Stanley 680 (1) AvantGo 680 (1) Chapter 11 The Excel Charter Academy Middle School 681 (1) The Ottawa Voyaguers 681 (1) Chapter 12 Alaska Airlines and Flight 261 682 (1) Cable Data Systems 682 (1) Chapter 13 Leaving 683 (1) Bradley Marquez: Reductions in Force 683 (1) Chapter 14 Trend Micro (A) 683 (1) Civil Service Pay in Hong Kong: Policies, System, Structure, and Reform 683 (2) Subject Index 685 (4) Name Index 689 (104) Company Index 793