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前言
1 THE STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT
Chapter 1 THE STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT
■PartⅠIntroduction
Preface xxi
BRIEF
Preface xxiii
■PartⅠ INTRODUCTION
第1章 人力资源管理的战略作用
第1部分 导论
Human Resource Management at Work
What Is Human Resource Management?
Line and Staff Aspects of HRM
Line Versus Staff Authority
Line Managers＇Human Resource Management Respoosibilities
Human Resource Department＇s HR Management Responsibilities
Cooperative Line and Staff Human Resource Management：An Example
The Changing Environment of Human Resource Management
Globalization
Technological Advances
Deregulation
Trends in the Nature of Work
Workforce Diversity
Legal Trends Affecting Human Resource Management
Tomorrow＇s HR Today
New Management Practices
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations ThroughHR
The Changing Role of HR Management：People and Performance
HR and Employee Commitment
HR and Performance
HR and Corporate Strategy
Strategic Planning and HR Management
The Nature of Strategic Planning
Strategic Human Resource Management
HR＇s Role As a Strategic Partner
The Plan of This Book
Key Terms
Discussion Questions
EXPERIENTIAL EXERCISE HRM as a Strategic Partner in Strategic Planning
Individual and Group Activities
CASE APPLICATION Turnover in the Bank
CASE INCIDENT Jack Nelson＇s Problem
Notes
2 EQUAL OPPORTUNITY AND THE LAW
第2章 平等就业机会及相关法律
Chapter 2 EQUAL OPPORTUNTY AND THELAW
Introduction
Equal Employment Opportunity 1964-1991
Background
Title VII of the 1964 Civil Rights Act
Executive Orders
Equal Pay Act of 1963
Age Discrimination in Employment Act of 1967
Pregnancy Discrimination Act of 1978
Vocational Rehabilitation Act of 1973
Vietnam Era Veterans＇Readjustment Assistance Act of 1974
Federal Agency Guidelines
Sexual Harassment
Selected Early Court Decisions Regarding Equal Employment Opportunity
Equal Employment Opportunity 1989-1991：A Shifting Supreme Court
GLOBAL HEM Enferdng the 1991 Civil Rights Act Abreed
The Civil Rights Act of 1991
The Americans with Disabilities Act
Equal Employment Opportunity 1991-Present
What Is Adverse Impact？
Defense Against Discrimination Allegations
State and Local Equal Employment Opportunity Laws
Summary
How Can Adverse Impact Be Proved？
Bona Fide Occupational Qualification
Business Necessity
Other Considerations in Discriminatory Practice Defenses
Illustrative Discriminatory Employment Practices
A Note on What You Can and Cannot Do
Recruitment
Selection Standards
Sample Discriminatory Promotion，Transfer，and Layoff Practices
Processing a Charge
Conciliation Proceedings
The EEOC Enforcement Process
How to Respond to Employment Discrimination Charges
The EEOC＇s Determination and the Attempted Conciliation
Avoiding Discrimination Lawsuits Through Dispute Resolution
Mandatory Arbitration of Employment Discrimination Claims
Diversity Management and Affirmative Action Programs
▲THE HIGH-PERFORMANCE ORGANIZATION Boiling Better，Foster，More Competitive Organizations Through HR：A Paperless EEO Compliant Process
Managing Diversity
Boosting Workf orce Diversity
Equal Employment Opportunity Versus Affirmative Action
Steps in an Affirmative Action Program
Affirmative Action：Two Basic Strategies
Summary
Key Terms
Discussion Questions
Individual and Group Activities
EXPERIENTIAL EXERCISE Too Informal？
CASE INCIDENT A Case of Racial Discrimination？
CASE APPLICATION All in the Family
Notes
VIDEO CASE-PART I：A CASE OF SEXUAL HARASSMENT
Chapter 3 JOB ANALYSIS
■Part Ⅱ RECRUTTMENT AND PLACEMENT
3 JOB ANALYSIS
第3章 工作分析
第2部分 招聘与配置
■PartⅡRecruitment and Placement
The Nature of Job Analysis
Job Analysis Defined
Uses of Job Analysis Information
Steps in Job Analysis
Methods of Collecting Job Analysis Information
Introduction
The Interview
Observation
Questionnaires
Participant Diaryl Logs
U．S．Civil Service Procedure
Quantitative Job Analysis Techniques
▲INFORMATION TECHMOLOGY AND HR
Getting Multiple Perspectives is Advisable
Writing Job Descriptions
Job Identification
Job Summary
Relationships
Standards of Performance
Responsibilities and Duties
Working Conditions and Physical Environment
Job Description Guidelines
▲SMALL BUSINESS APPLICATIONS A Proctical Job Analysis Approoch
Writing Job Specifications
Specifications for Trained Versus Untrained Personnel
Job Specifications Based on Judgment
Job Specifications Based on Statistical Analysis
Job Analysis in a“Jobless”World
Introduction
From Specialized to Enlarged Jobs
Why Companies Are Becoming De-jobbed：The Need for Competitiveness
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Threvgh HR：Modern Job Analysis Metheds
Key Terms
Discussion Questions
Summary
Individual and Group Activities
EXPERIENTIAL EXERCISE
CASE INCIDENT Hurricane Bonnie
CASE APPLICATION Does Your Secretary Rank Higher Than Mine？
Notes
第4章 人员计划及招聘
Chapter 4 PERSONNEL PLANNING AND RECRUITING
4 PERSONNEL PLANNING AND RECRUITING
The Recruitment and Selection Process
Employment Planning and Forecasting
How to Forecast Personnel Needs
Forecasting the Supply of Inside Candidates
Internal Sources of Candidates
Forecasting the Supply of Outside Candidates
Recruiting Job Candidates
Advertising as a Source of Candidates
Employment Agencies as a Source of Candidates
Alternative Staffing Techniques
Executive Recruiters as a Source of Candidates
▲SMALL BUSINESS APPLICATIONS
College Recruiting as a Source of Candidates
Referrals and Walk- Ins as s Source of Candidates
Recruiting on the Internet
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Through HR：Recruiting Tech Workers
Recruiting a More Diverse Workforce
▲DIVERSITY COUNTS Recruiting Single Porents
Some Other Recruiting Sources
Recruiting Methods Used
▲GLOBAL HRM The Global Talent Search
Equal Opportunity and Application Forms
Purpose of Application Forms
Developing and Using Application Forms
Using Application Forms to Predict Job Performance
EXPERIENTIAL EXERCISE Forecasting Personndo Requirements
Summary
Key Terms
Discussion Questions
Individual and Group Activities
CASE INCIDENT A Tight Labor Marker for Cleaners
CASE APPLICATION Finding People Who Are Passionate About What They Do
Notes
第5章 雇员测试与甄选
Chapter 5 EMPLOYEE TESTING AND SELECTION
5 EMPLOYEE TESTING AND SELECTION
The Selection Process
Why Careful Seletion Is Important
Basic Testing Concepts
Validity
Reliability
How to Validate a Test
Testing Guidelines
Ethical，Legal ，and Fairness Questions in Testing
Equal Employment Opportunity Aspects of Testing
Types of Tests
Tests of Cognitive Abilities
Using Tests at Work
Tests of Motor and Physical Abilities
Measuring Personality and Interests
▲INFORMATION TECHNOLOGY AND HR Computer-Interactive Perfermcmce Test
Achievement Tests
Work Samples and Simulations
Work Sampling for Employee Selection
Management Assessment Centers
Video-Based Situational Testing
The Miniature Job Training and Evaluation Approach
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Threugh HR：Skills Testing
Other Selection Techniques
Background Investigations and Reference Chccks
The Polygraph and Honesty Testing
Graphology
Physical Examination
Drug Screening
Testing，Selection，and Organizational Performance
Complying with the Immigration Law
▲SMALL BUSINESS APPLICATIONS Small Busimess Testing and Reference Cheching
Summary
Key Terms
Discussion Questions
Individual and Group Activities
EXPERIENTIAL EXERCISES The Reference Check
Notes
CASE INCIDENT The Tough Screener
CASE APPLICATION Carter Cleaning Company
第6章 面试求职者
Chapter 6 INTERVIEWING CANDIDATES
6 INTERVIEWING CANDIDATES
Basic Features of Interviews
Types of Interviews
How Useful Are Interviews？
▲INFORMATION TECHNOLOGY AND HR Cemputer Applicotians In Interviswing：The Computer-Aided Intervisw
Interviewing and the Law：Employment Discrmination“Testers”
What Factors Can Undermine An Interview＇s Usefulness
Snap Judgements
Negative Emphasis
Misunderstanding the Job
Influence of Nonverbal Behavior
Candidate-Order（Contrast）Error
Pressure to Hire
▲DIVERSTTY COUNTS Dressing for the Interview
Too Much/Too Little Talking
Playing District Attorney or Psychologist
Designing and Conducting the Effective Interview
Telegraphing
The Structured Interview
Guidelines for Conducting an Interview
▲SMALL BUSINESS APPLICATIONS Interview Procedures
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Through HR：A Tetul Selectien Pregram
Summary
Key Terms
Discussion Questions
EXPERIENTIAL EXERCISE
Individual and Group Activities
CASE INCIDENT The Out-of-Control Interview
CASE APPLICATION The Lost Interview
APPENDLQ6-1 GUIDELINES FOR INTERVIEWEES
Notes
VIDEO CASE-PARTⅡ ：INTERVIEWING JOB CANDIDATES
Chapter 7 TRAINING AND DEVELOPING EMPLOYEES
第3部分 培训与开发
第7章 培训及开发雇员
■ Part Ⅲ Training and Development
7 TRAINING AND DEVELOPING EMPLOYEES
■PartⅢ TRAINING AND DEVELOPMENT
The Training Process
Orienting Employees
Introduction
The Five-Step Training and Development Process
Training and Learning
Training Needs Analysis
Legal Aspects of Training
Task Analysis：Assessing the Training Needs of New Employees
Performance Analysis：Determining the Training Needs of Current Employers
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Threugh HR：An Employee Testing and Training Program
Training Techniques
On-the-Job Training
Job Instruction Training
Informal Learning
Apprenticeship Training
Lectures
Programmed Learning
Audiovisual Techniques
Vestibule or Simulated Training
Computer-Based Training
Training Via CD-ROM and the Internet
▲SMALL BUSINESS APPLICATIONS Training
Training for Special Purposes
Literacy Training Techniques
AIDS Education
▲GLOBAL HRM Traiaing for International Busimess
Diversity Training
Customer Service Training
Training for Teamwork and Empowerment
Providing Employees with Lifelong Learning
Managerial Development and Training Techniques
What Is Management Development？
Managerial on-the-Job Training
▲DIVERSITY COUNTS De Women Make Better Managers
▲DIVERSITY COVNTS DO Women Make Beffe
Managerial off-the-Job Training and Development Techniques
Managers Evaluating the Training Effort
Training Effects to Measare
Summary
Key Terms
Discussion Questions
Individual and Group Activities
EXPERIENTIAL EXERCISE
CASE INCIDENT Reinventing the Wheel at Apex Door Company
CASE OPPLICATION A Training and Development Problem at Sumerson Manufacturing
Notes
第8章 组织的吐故纳新
Chapter 8 MANAGING ORGANIZATIONAL RENEWAL
8 MANAGING ORGANIZATIONAL RENEWAL
Managing Organizational Change and Development
What to Change？HR＇s Role
A10-Step Process for Leading Organizational Change
Using Organizational Development to Change Organizations
Instituting Total Quality Management Programs
What Is Quality？
Total Quality Management Programs
Human Resource Management and the Quality Improvement Effort
The Nature of Self-Directed Teams and Worker Empowerment
Creating Team-Based Organizations
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Through HR：Product Improvement Teams
▲GLOBAL HRM Extending Partkipative Dedsien Making Abrsod
How HR Helps to Build Productive Teams
HR＇s Role as a Strategic Partner in Creating Teams：An Example
HR and Business Process Reengineering
What Is Business Process Reengineering？
Instituting Flexible Work Arrangements
HR＇s Role in Reengineering Processes
Flextime
Three-and Four-Day Workweeks
Other Flexible Work Arrangements
Summary
Key Terms
Discussion Questions
Individual and Group Activities
EXPERIENTIAL EXERCISE Unfreezing an Organization
CASE INCIDENT“We＇re Getting Nowhere Fast”
CASE APPLICATION Is the Honeymoon Over at Flat Rock？
Notes
第9章 绩效考核
9 APPRAISING PERFORMANCE
Chapter 9 APPRAISING PERFORMANCE
The Appraisal Process
The Supervisor s Role in Appraisal
Steps in Appraising Performance
How to Clarify What Performance You Expect
Appraisal Methods
Graphic Rating Scale Method
Alternation Ranking Method
Paired Comparison Method
Forced Distribution Method
Critical Incident Method
Narrative Forms
Behaviorally Anchored Rating Scales
The Management by Objectives(MBO)Method
Mixing the Methods
▲INFORMATION TECHNOLOGY AND HR Computerized Performance Appraisals Eloctronic Porformance Monitoring
Appraising Performance: Problems and Solutions
Dealing with Rating Scale Appraisal Problems
How to Avoid Appraisal Problems
Legal and Ethical Issues in Performance Appraisal
Who Should Do the Appraising
The Appraisal Interview
Types of Interviews
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive Organizations Through HR: 360---Degree Performance Management System
How to Prepare for the Appraisal Interview
How to Conduct the Interview
Performance Appraisal in Practice
The Role of Appraisals in Managing Performance
Do Appraisals Really Help to Improve Performance
TQM-Based Appraisals for Managing Performance
Summary
Discussion Questions
Individual and Group Activities
EXPERIENTIAL EXERCISE
Key Terms
CASE INCIDENT Back with a Vengeance
CASE APPLICATION Appraising the Secretaries at Sweetwater U
Notes
第10章 职业管理及公平对待
Chapter 10 MANAGING CAREERS AND FAIR TREATMENT
10 MANAGING CAREERS AND FAIR TREATMENT
Roles in Career Development
The Basics of Career Management
Managing Promotions and Transfers
Making Promotion Decisions
▲DIVERSITY COUNTS In Promotion and Career Management
Handling Transfers
Career Management and Commitment
Managing Fair Treatment
Introduction : The Building Blocks of Fairness
Build Two-Way Communications
Emphasize Fairness in Discipline
▲THE HIGH-PERFORMANCE ORGANIZTION Building Better,Faster,More Competitive Organizations Through HR: Communications
Manage Employee Privacy
Managing Dismissals
Grounds for Dismissal
Avoiding Wrongful Discharge Suits
The Termination Interview
Layoffs and the Plant Closing Law
Adjusting in Downsizings and Mergers
Retirement
Summary
Key Terms
Discussion Questions
Individual and Group Activities
EXPERIENTIAL EXERCISE
CASE INCIDENT Job Insecurity at IBM
CASE APPLICATION The Mentor Relationship Turns Upside Down
Notes
VIDEO CASE-PART III: APPRAISING PERFORMANCE
11 ESTABLISHING PAY PLANS
Chapter 11 ESTABLISHING PAY PLANS
第4部分 薪酬
·Part IV COMPENSATION
■Part Ⅳ Compensation
第11章 建立报酬计划
Basic Aspects of Compensation
Compensation at Work
Basic Factors in Determining Pay Rates
Legal Considerations in Compensation
Union Influences on Compensation Decisions
Compensation Policies
Equity and Its Impact on Pay Rates
Establishing Pay Rates
Step 1. Conduct the Salary Survey
Step 2. Determine the Worth of Each Job : Job Evaluation
Step 3. Group Similar Jobs into Pay Grades
Step 4. Price Each Pay Grade-Wage Curves
Step 5. Fine-Tune Pay Rates
Current Trends in Compensation
Skill-Based Pay
Broadbanding
▲INFORMATION TECHNOLOGY AND HR Web sites for Compensation Management
Why Job Evaluation Plans Are Still Widely Used
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Fester,More Competitive Organizations Through HR: Strafegic Compensation Management
A Glimpse Into the Future-The New Pay
Pricing Managerial and Professional Jobs
Compensating Managers
Compensating Professional Employees
Current Issues in Compensation Management
The Issue of Comparable Worth
The Issue of Cost-of-Living Differentials
The Issue of Salary Compression
▲GLOBAL ISSUES IN HR The Issue of Compensating Expatriate Employees
▲SMALL BUSINESS APPLICATIONS Developing a Pay Plan
Summary
Key Terms
Discussion Questions
Individual and Group Activities
EXPERIENTIAL EXERCISE
CASE INCIDENT Salary Inequities at Acme Manufacturing
CASE APPLICATION Salary Administration in the Engineering Department
Notes
Chapter 12 PAY-FOR-PERFORMANCE AND FINANCIAL INCENTIVES
12 PAY-FOR-PERFORMANCE AND FINANCIAL INCENTIVES
第12章 按绩效付酬及经济激励
Money and Motivation : Background
Performance and Pay
Types of Incentive Plans
Incentives for Operations Employees
Piecework Plans
Team or Group Variable Pay Incentive Plans
Standard Hour Plan
Incentives for Managers and Executives
Short-Term Incentives : The Annual Bonus
Long-Term Incentives
Incentives for Salespeople
Salary Plan
Commission Plan
Combination Plan
Merit Pay As an Incentive
Incentives for Other Professionals and Employees
Organization Variable Pay Plans
Profit-Sharing Plans
Incentives for Professional Employees
Employee Stock Ownership Plan (ESOP)
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive Organizations Through HR: Sharing the Wealth
Scanlon Plan
Gainsharing Plans
At-Risk Variable Pay Plans
Developing More Effective Incentive Plans
When to Use Incentives
How to Implement Incentive Plans
Why Incentive Plans Don t Work
▲SMALL BUSINESS APPUCATIONS
Incentive Plans in Practice
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive Organizations Through HR: Incentive Pans
Summary
Key Terms
Discusiion Questions
Individual and Group Activities
EXPERIENTIAL EXERCISE Analyze a Compensation System
CASE INCIDENT Distributing the Raise Pool
CASE APPLICATION Bringing the Team Concept into Compensation ---or Not
Notes
Chapter 13 BENEFITS AND SERVICES
第13章 福利与服务
13 BENEFITS AND SERVICES
The Benefits Picture Today
Unemployment Insurance
Pay for Time Not Worked
Vacations and Holidays
Sick Leave
Severance Pay
Supplemental Unemployment Benefits
Insurance Benefits
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive Orgonizations Through HR: Worker s Compersation
Worker s Compensation
Life Insurance
Hospitalization, Medical, and Disability Insurance
Retirement Benefits
Social Security
Pension Plans
Pensions and the Law
Benefits Trends
Employee Services Benefits
Personal Services Benefits
Job-Related Services Benefits
Executive Perquisites
Flexible Benefits Programs
Employee Preferences for Various Benefits
The Cafeteria Approach
▲INFORMATION AND HR TECHNOLOGY Computers and Benefits
How DO Your Benefits Stack Up?
▲SMALL BUSINESS APPLICATIONS Benefits and Employees Leasing
Summary
Key Terms
Discussion Questions
Individual and Group Activities
EXPERIENTIAL EXERCISE
CASE INCIDENT Benefits? Who Needs Benefits?
CASE APPLICATION Family Values or Abuse of Benefits?
Notes
VIDEO CASE---PARTIV: ESTABLISHING PAY PLANS
·Part V LABOR RELATIONS AND EMPLOYEE SECURITY
14 LABOR RELAWIONS AND COLLECTIVE BARGAINING
第5部分 劳资关系及员工安全
第14章 劳资关系及集体谈判
Chapter 14 LABOR RELATIONS AND COLLECTIVE BARGAINING
■Part ⅤLabor Relations and Employee Security
Introduction: The Labor Movement
A Brief History of the American Union Movement
Why Do Workers Orgarize?
The AFL-CIO
What Do Unions Want?
Unions and the Law
Background
Period of Strong Encouragement: The Norris-LaQuardia Act(1932)and the National Labor Relations or Wagner Act (1935)
Period of Modified Encouragement Coupled with Regulation : The Taft-Hartley Act(1947)
Period of Detailed Regulation of Internal Union Affairs : The Landrum-Griffin Act(1959)
Labor Law Today
The Union Drive and Election
Step 1.Initial Contact
▲GLOBAL HRM Unions Go Global
Step 2.Obtaining Authorization Cards
Step 3.Hold a Hearing
Step 4.The Campaign
Step 5.The Election
How to Lose an NLRB Election
The Supervisor s Role
Rules Regarding Literature and Solicitations
Guidelines for Employers Wishing to Stay Union-Free
Decertification Elections : When Employees Want to Oust Their Union
The Collective Bargaining Process
What Is Collective Bargaining?
What Is Good Faith?
The Negotiating Team
Bargaining Items
Bargaining Stages
Impasses, Mediation, and Strikes
Changes to Expect After Being Unionized
The Contract Agreement Itself
Contract Administration : Grievances
The Important Role of Contract Administration
What Are the Sources of Grievances?
The Grievance Procedure
Guidelines for Handling Grievances
▲DIVERSITY COUNTS Gender Differences in Disputes and Dispute Resolution
The Future of Unionism
Unions Fall on Hard Times
What s Next for Unions
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive or Organization Through HR: Union-Management Relations
Unions and Employee Participation Program
Are Employee Participation Programs Unfair Labor Practices?
Summary
Key Terms
Discussion Questions
Individual and Group Activities
EXPERIENTIAL EXERCISE
CASE INCIDENT Disciplinary Action
CASE APPLICATION Empowerment Through Assignment Flexibility
Notes
Chapter 15 EMPLOYEE SAFETY AND HEALTH
15 EMPLOYEE SAFETY AND HEALTH
第15章 雇员安全与健康
Why Employee Safely and Health Are Important
Basic Facts About Occupational Safely Law
Purpose
OSHA Standards
OSHA Recordkeeping Procedures
Inspections and Citations
Responsibilities and Rights of Employers and Employees
The Changing Nature of OSHA
Top Management Commitment
▲SMALL BUSINESS APPLICATIONS OSHA and the Small Business
The Role of Management Commitment to Safety
What Causes Accidents?
The Three Basic Causes of Accidents
Unsafe Conditions and Other Work-Related Accident-Causing Factors
What Causes Unsafe Acts(A Second Basic Course of Accidents)
How to Prevent Accidents
Reducing Unsafe Acts Through Selection and Placement
Reducing Unsafe Conditions
Reducing Unsafe Acts Through Posters and Other Propaganda
Reducing Unsafe Acts Through Training
Reducing Unsafe Acts Through Incentive Programs and Positive Reinforcement
Reducing Unsafe Acts Through Top-Management Commitment
Reducing Unsafe Acts by Emphasizing Safety
Reducing Unsafe Acts by Establishing a Safety Policy
Reducing Unsafe Acts by Setting Specific Loss Controls Goals
Reducing Unsafe Acts by Conducting Safety and Health Inspections
Reducing Unsafe Acts by Monitoring Work Overload and Stress
Safety Beyond the Plant Gate
▲GLOBAL HRM Safety at Soudi Petrol Chemical
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster ,High Competitive Organizations Through HR: Safety Programs
Controlling Worker s Compensation Costs
Employee Health: Problems and Remedies
Alcoholism and Substance Abuse
The Problems of Job Stress and Burnout
Burnout
Asbestos Exposure at Work
Video Display Health Problems and How to Avoid Them
AIDS and the Workplace
Workplace Smoking
Dealing with Violence at Work
▲DIVERSITY COUNTS In Oaupational Safety and Health
Summary
Key Terms
Discussion Questions
EXPERIENTIAL EXERCISE
CASE INCIDENT The New Safety Program
Individual and Group Activities
CASE APPLICATION Introducing Ergonomics : What Went Wrong?
APPENDIX 15-1 SELF-INSPECTION SAFETY AND HEALTH CHECKLIST
Notes
VIDEO CASE-PARTV: LABOR RELATIONS
Chapter 16 MANAGING HUMAN RESOURCES IN AN INTERNATIONAL BUSINESS
第6部分 国际人力资源管理
16 MANAGING HUMAN RESOURCES IN AN INTERNATIONAL BUSINESS
·Part VI INTERNATIONAL HRM
■Part Ⅵ International HRM
第16章 在国际商业活动中的人力资源管理
The Internationalization of Business
The Growth of International Business
HR and the International Business Challenge
How Intercountry Differences Affect HRM
Improving International Assignments Through Selection
Why International Assignments Fail
International Staffing : Sources of Managers
International Staffing Policy
Selecting International Managers
▲DIVERSITY COUNTS Sending Women Managers Abroad
Training and Maintaining International Employees
Orienting and Training Employees for International Assignments
International Compensation
Performance Appraisal of International Managers
International Labor Relations
Safety and Fair Treatment Abroad
Repatriation : Problems and Solutions
Summary
Discussion Questions
Individual and Group Activities
EXPERIENTIAL EXERCISE Compensation Incentives for Expatriate Employees
CASE INCIDENT Boss, I Think We Have a Problem
CASE APPLICATION Taking a Fast Boat to Nowhere
APPENDIX 16-1 TOWARD AN HR RHILOSOPHY AND AUDITING THE HRM FUNCTION
Notes
VIDEO CASE-PART VI: Managing Human Resources in an International Business
附录A：人力资源系统的建立及其计算机化
Appendix A ESTABLISHING AND COMPUTERIZING HUMAN RESOURCE SYSTEMS
APPENDIX A ESTABLISHING AND COMPUTERIZING HUMAN RESOURCE SYSTEMS
Introduction
Basic Components of Manual HR Systems
Automating Individual HR Tasks
Establishing Human Resource Information Systems (HRIS)
Why an HRIS?
HRIS in Action
HRIS Vendors
Internets,Intranets,and HRM
HR and the Internet
HR and Intranets
Notes
附录B：管理你的职业生涯
Appendix B MANAGING YOUR CAREER
APPENDIX B MANAGING YOUR CAREER
Factors That Affect Career Choices
Identify Occupational Orientation
Identify Career Directions
Identify Skills
Identify Career Anchors
What Do You Want To Do?
Identify High-Potential Occupations
Finding the Right Job
Helping You Get the Right Job
Job Search Techniques
Finding a Job on the Internet
Writing Your Résumé
Information Technology and HR
Handling the Interview
Notes
APPENDIX C QUANTITATIVE JOB EV ALUATION METHODS
The Factor Comparison Job Evaluation Method
附录C：定量的职位评价方法
Appendix C QUANTTTATIVE JOB EVALUATION METHODS
The Point Method of Job Evaluation
Notes
术语表
Glossary
Glossary
Pholo Credits
图片索引
Photo Credits
人名与组织索引
Name and Organization Index
Name and Organization Index
Subject Index
Subject Index
主题索引
