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Please make sure all answers are original and not plagarized. Question 1 is a worksheet follow instructions. Question 2 needs to be answered in apa format and total word count is 300 words. Please be sure to cite source and make sue they are scholarly sources other than the book.1.Here is the link to the page where you can download the worksheet for Unit 1 Discuss. Please upload the form to the Drop Box by Wednesday evening. https://bethelu.libguides.com/researchforclass (You will need to cut and paste the link into your browser.) This will be part of your grade. 2.Consider your current or most recent employer. Does the organization employ any human capital metrics or key performance indicators? Which metrics/key performance indicators are used? How are the metrics appropriate in relation to the organization’s strategy? If you feel the metrics are not appropriate, suggest some appropriate human capital metrics or key performance indicators given the organization’s strategy. Remember: the APA worksheet must also be uploaded and is part of your grade. (Federal Express International -job) _hrm_548_unit_1_read_january_14_2020.pdf Unformatted Attachment Preview G A T E S , D E A N D R A 1 1 2 3 T S G A T E S , D E A N D R A 1 1 2 3 T S G A T E S , D E A N D R A 1 1 2 3 T S G A T E S , D E A N D R A 1 1 2 3 T S G A T E S , D E A N D R A 1 1 2 3 T S G A T E S , This is an electronic version of the print textbook. Due to electronic rights restrictions, D some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning E experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For Achanges to current editions, and alternate valuable information on pricing, previous editions, formats, please visit www.cengage.com/higheredN to search by ISBN#, author, title, or keyword for materials in your areas of interest. D R A 1 1 2 3 T S 9781305234758, Strategic Human Resource Management, Fourth Edition, Mello - © Cengage Learning All rights reserved No distribution allowed without express authorization Strategic Human Resource Management, Fourth Edition Jeffrey A. Mello Senior Vice President, Global Product Management: Jack W. Calhoun Vice President, General Manager, Social Science & Qualitative Business: Erin Joyner Product Director: Mike Schenk Senior Product Manager: Michael Roche Content Developer: Christopher Santos © 2015, 2011 Cengage Learning :&1 ALL RIGHTS RESERVED. 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Locate your local office at www.cengage.com/global A Cengage Learning 200 First Stamford Place, 4th Floor Stamford, CT 06902 USA Cengage Learning products are represented in Canada by Nelson Education, Ltd. 1 1 To learn more 2 about Cengage Learning Solutions, visit www.cengage.com 3 Purchase any of our products at your local college store or at our T store www.cengagebrain.com preferred online S Printed in the United States of America 1 2 3 4 5 6 7 17 16 15 14 13 9781305234758, Strategic Human Resource Management, Fourth Edition, Mello - © Cengage Learning All rights reserved No distribution allowed without express authorization G A daughter Logan To my amazing and my equally T amazing parents, Gabe and Lorraine E S , D E A N D R A 1 1 2 3 T S 9781305234758, Strategic Human Resource Management, Fourth Edition, Mello - © Cengage Learning All rights reserved No distribution allowed without express authorization G A T E S , D E A N D R A 1 1 2 3 T S G A T E S , D E A N D R A 1 1 2 3 T S viii | Contents Business Unit Strategies 123 Innovation and Creativity as Components of Strategy The Privatization Decision as Part of Strategy 126 124 Conclusion 127 / Critical Thinking 128 / Exercises 128 / Chapter References 128 READING 3.1: Are You Sure You Have a Strategy? 130 READING 3.2: Bringing Human Resources Back into Strategic Planning 4 THE EVOLVING/STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT Strategic HR Versus Traditional HR 151 Barriers to Strategic HR 161 G Outsourcing and Revamping HR 164 142 149 A T READING 4.1: Distinctive Human Resources Are Firms’ Core Competencies E and Commitment 180 READING 4.2: Employee Engagement S 5 STRATEGIC WORKFORCE PLANNING 199 , Objectives of Strategic Workforce Planning 202 Conclusion 165 / Critical Thinking 167 / Exercises 168 / Chapter References 168 170 Types of Planning 203 Aggregate Planning 204 Succession Planning 207 CEO Succession 211 D E A Mentoring 212 N 215 / Exercises 216 / Chapter References 216 Conclusion 214 / Critical Thinking READING 5.1: Diverse SuccessionD Planning: Lessons From the Industry Leaders 217 READING 5.2: The Annual HR Strategic R Planning Process: Design and Facilitation Lessons from Corning Incorporated Human Resources 230 A 6 DESIGN AND REDESIGN OF WORK SYSTEMS Design of Work Systems 238 1 What Workers Do 238 What Workers Need 242 1 How Jobs Interface with Other Jobs 243 237 2 Strategic Redesign of Work Systems 3 Outsourcing and Offshoring 246 245 T Mergers and Acquisitions 250 S Impact of Technology 251 HR Issues and Challenges Related to Technology Telework 253 Employee Surveillance and Monitoring 256 e-HR 257 Social Networking 258 253 Understanding Change 259 Managing Change 260 Conclusion 261 / Critical Thinking 261 / Exercises 262 / Chapter References 262 9781305234758, Strategic Human Resource Management, Fourth Edition, Mello - © Cengage Learning All rights reserved No distribution allowed without express authorization Contents | ix READING 6.1: Using Outsourcing for Strategic Competitiveness in Small and Medium-sized Firms 265 READING 6.2: Monitoring Employee E-mails: Is There Any Room for Privacy? 272 7 EMPLOYMENT LAW 285 Employment-at-Will 286 Scope of Laws 287 Federal Antidiscrimination Laws 287 Equal Pay Act 288 Civil Rights Act of 1964 288 Age Discrimination in Employment Act of 1967 289 G Rehabilitation Act of 1973 290 A Pregnancy Discrimination Act of 1978 290 TAct of 1990 290 Americans with Disabilities Civil Rights Act of 1991 E 292 Family and Medical Leave Act of 1992 292 S Genetic Information Nondiscrimination Act of 2008 294 , Under the EEOC Enforcement of Federal Laws Executive Orders 298 Affirmative Action 298 D Sexual Harassment 299 E What Sexual Harassment Is 300 A Problems in Managing Sexual Harassment N Harassment Strategy for Managing Sexual Complications Abroad 304 D Trends in Employment Litigation R 295 301 303 304 Conclusion 307 / Critical Thinking 307 / Exercises 308 / Chapter References 308 A READING 7.1: In Defense of Preference 310 READING 7.2: The Management of Organizational Justice 316 1 1 Part two 2 Implementation of Strategic Human Resource Management 8 STAFFING 331 3 Recruiting 332 T Temporary Versus Permanent Employees 332 S Internal Versus External Recruiting 333 When and How Extensively to Recruit 335 Methods of Recruiting 336 Selection 342 Interviewing 343 Testing 345 References and Background Checks 348 International Assignments 349 Documentation of Employment Eligibility 350 9781305234758, Strategic Human Resource Management, Fourth Edition, Mello - © Cengage Learning All rights reserved No distribution allowed without express authorization x | Contents New Trends in Staffing 351 Conclusion 354 / Critical Thinking 355 / Exercises 355 / Chapter References 356 READING 8.1: Temporary Help Agencies and the Making of a New Employment Practice 359 READING 8.2: Assessment Instruments for the Global Workforce 373 9 TRAINING AND DEVELOPMENT 383 Benefits of Training and Development 386 Planning and Strategizing Training 387 Needs Assessment 387 G Objectives 388 Design and Delivery 388 A Evaluation 391 T Organizational Development 392 E Integrating Training with Performance Management Systems and Compensation S Conclusion 398 / Critical Thinking 398 / Exercises 398 / Chapter References , READING 9.1: Confronting the Bias Against On-Line Learning in Management 396 399 Education 400 READING 9.2: Becoming a Leader:DEarly Career Challenges Faced by MBA Graduates 416 E 10 PERFORMANCE MANAGEMENT AND FEEDBACK 437 A Use of the System 439 N Who Evaluates 441 What to Evaluate 444 D How to Evaluate 447 R Measures of Evaluation 448 A Other Considerations 452 Why Performance Management Systems Often Fail 452 Addressing the Shortcomings of 1 Performance Management Systems 453 Conclusion 454 / Critical Thinking 1 455 / Exercises 455 / Chapter References 456 READING 10.1: Effective Leadership 2 Behavior: What We Know and What Questions Need More Attention 457 3 READING 10.2: Managing the Life Cycle of Virtual Teams 474 11 COMPENSATION 489 Equity 490 Internal Equity 492 External Equity 497 Individual Equity 497 T S Legal Issues in Compensation 501 Executive Compensation 502 Conclusion 504 / Critical Thinking 504 / Exercises 505 / Chapter References 505 9781305234758, Strategic Human Resource Management, Fourth Edition, Mello - © Cengage Learning All rights reserved No distribution allowed without express authorization Contents | xi READING 11.1: Exposing Pay Secrecy 507 READING 11.2: The Development of a Pay-for-Performance Appraisal System for Municipal Agencies: A Case Study 521 12 LABOR RELATIONS 539 Why Employees Unionize 542 The National Labor Relations Act 543 Behavior During Organizing Campaigns Collective Bargaining 545 Failure to Reach Agreement 546 G Unions Today 547 544 Conclusion 549 / CriticalA Thinking 550 / Exercises 550 / Chapter References 551 READING 12.1: A Big ChillT on a “Big Hurt:” Genuine Interest in Employment of Salts in Assessing Protection Under the National Labor Relations Act 552 E READING 12.2: Social Media, Employee Privacy and Concerted Activity: Brave New World or Big S Brother? 560 , RETENTION MANAGEMENT 13 EMPLOYEE SEPARATION AND Reductions in Force 570 Turnover 574 D Retirement 580 E Alumni Relations 581 569 A N READING 13.1: Retaining Talent: Replacing Misconceptions with Evidence-Based Strategies D585 READING 13.2: Knowledge Management Among the Older Workforce 601 R 14 GLOBAL HUMAN RESOURCE A MANAGEMENT 611 Conclusion 582 / Critical Thinking 582 / Exercises 583 / Chapter References 583 How Global HRM Differs From Domestic HRM 613 Assessing Culture 613 1 Strategic HR Issues in Global Assignments 616 1 Repatriation 620 The European Union 622 2 Mexico and Canada 623 3 China 624 T India 625 Conclusion 626 / CriticalS Thinking 626 / Exercises 626 / Chapter References 627 READING 14.1: In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project Globe 629 READING 14.2: Cross-Cultural Management and Organizational Behavior in Africa 653 SUBJECT INDEX NAME INDEX 665 670 COMPANY INDEX 672 9781305234758, Strategic Human Resource Management, Fourth Edition, Mello - © Cengage Learning All rights reserved No distribution allowed without express authorization G A T E S , D E A N D R A 1 1 2 3 T S G A T E S , D E A N D R A 1 1 2 3 T S xiv | Preface time and expertise in allowing me to seek their advice on various ideas I have had for this project. Sincere thanks to Jan Aspelund, David Balkin, Brian Brown, John Cunningham, Jeff Friant and Harsh Luthar with an extra special thanks to Deb Cohen also wish to thank the following reviewers for the feedback and valuable recommendations they provided that greatly assisted me in the development of this edition: Yezdi Godiwalla, University of Wisconsin-Whitewater; Tracy Porter, Cleveland State University; William Kostner, Doane College; Wayne Davis, Webster University; Xuguang Guo, University of Wisconsin-Whitewater; Timothy Wiedman, Doane College; Linda Gibson, Pacific Lutheran University;Jim Maddox, Friends University; Julie PalmerSchuyler, Webster University. Finally, heartfelt thanks to my family for the unconditional love and support they provide. G A T E S , Jeffrey A. Mello D E A N D R A 1 1 2 3 T S 9781305234758, Strategic Human Resource Management, Fourth Edition, Mello - © Cengage Learning All rights reserved No distribution allowed without express authorization G A T E S , D E A N D R A 1 1 2 3 T S G A T E S , D E A N D R A 1 1 2 3 T S G A T E S , D E A N D R A 1 1 2 3 T S G A T E S , D E A N D R A 1 1 2 3 T S G A T E S , D E A N D R A 1 1 2 3 T S Chapter 1 An Investment Perspective of Human Resource Management | 5 acquired and subsequently managed most effectively by treating them as investments; the organization determines the optimal mix of high-performance, high-return assets to its strategic objectives. Analyses are made of the costs and benefits of certain expenditures, with judgments made concerning the riskiness and potential returns of such expenditures. Viewing HR from an investment perspective, much as physical assets are viewed, rather than as variable costs of production, allows an organization to determine how to best invest in its people. Furthermore, considering the risk and return on possible expenditures related to acquiring or developing human assets allows an organization to consider how current expenditures can be best allocated to meet long-term performance goals. In considering whether to undertake the expense of a new training program, for example, an organization needs to consider not only the out-of-pocket costs for the training but also the related opportunity costs, such as lost time on the job, and weigh these costs against the potential benefits of the training, such as enhanced performance, potential increased loyalty, and motivation. The training also needs toG be assessed relative to risk because the enhanced marketability of employees makes them more desirable A to competitors. Similarly, in considering compensation programs as an investment, an organization needs to consider what it is “investing” in when it pays T new ideas, retention of employees from competitors). The someone (knowledge, commitment, potential return on the organization’s financial outlay in compensation will determine whether its E compensation system is a viable investment strategy. Taking an investment perspective S toward HR/assets is critical considering that other physical assets, such as facilities, products and services, technologies, and markets, can be readily cloned or imitated by competitors.1 ,Human assets cannot be duplicated and therefore become the competitive advantage that an organization enjoys in its market(s). This is becoming increasingly important as the skills required for most jobs become less manual and more cerebral and D and ongoing advances in technology have created a workplace knowledge-based in nature.2 Rapid where laborers are being replaced by knowledge workers. An organization’s “technology” is E becoming more invested in people than in capital. Thought and decision making processes as well as skills in analyzing complex A data are not “owned” by an organization but by individual employees. This is in stark contrast to traditional manufacturing organizations where the employer N and production processes, and duplication of the organizausually owns or leases the machinery tion’s “capital” is restricted primarily D by cost considerations. R Managing EmployeesAat United Parcel Service Although taking a strategic approach to HR management usually involves looking at employees as assets and considering them as investments, this does not always mean that an organization will adopt a “human1relations” approach to HR. A few successful organizations still utilize principles of scientific management, where worker needs and interests are subordinate 1 to efficiency. United Parcel Service (UPS) is a prime example of this. At UPS, all jobs from truck loaders to drivers to customer service representatives are designed around measures of 2 efficiency. Wages are relatively high, but performance expectations are also high. This approach toward managing 3 people is still “strategic” in nature because the systems for managing people are designed around T the company’s strategic objectives of efficiency. Consequently, all employee training, performance management, compensation, and work design S this strategic objective of efficiency. systems are developed to promote Managing an organization’s employees as investments mandates the development of an appropriate and integrated approach to managing HR that is consistent with the organization’s strategy. As an example, consider an organization whose primary strategic objective involves innovation. An organization pursuing an innovation strategy cannot afford high levels of turnover within its ranks. It needs to retain employees and transfer among employees the new knowledge being developed in-house. It cannot afford to have its employees develop innovative products, services, and processes and then take this knowledge to a competitor for implementation. The significant investment 9781305234758, Strategic Human Resource Management, Fourth Edition, Mello - © Cengage Learning All rights reserved No distribution allowed without express authorization G A T E S , D E A N D R A 1 1 2 3 T S G A T E S , D E A N D R A 1 1 2 3 T S G A T E S , D E A N D R A 1 1 2 3 T S Chapter 1 An Investment Perspective of Human Resource Management | 9 Senior HR executives in these organizations stressed that they lacked accurate and meaningful methods that measured performance, despite the fact that human assets/capital can account for as much as 80 percent of the value of an organization.9 One reason is that most accounting valuation methods stress the past and current value of assets. Much of the value of human assets/capital rests with the value of an organization and its ability to proactively meet challenges that lie ahead, relative to responsiveness to changing economic, political, and market conditions. As a result, valuation of human assets/capital and analysis of human capital investments can be valueladen, subjective, expensive—and, hence, ignored. Measuring Human Assets/Capital at Dow Chemical G in forging the frontiers of measuring human capital. Dow Dow Chemical has been a leader has attempted to develop a A reliable measure to help calculate each employee’s current and anticipated future contribution to the financial goals of the business. A pilot project is curT business unit; it examines employee performance on project rently being tested in a single assignments by using two specific E metrics: expected human capital return (EHCR) and actual human capital return (AHCR). EHCR involves a calculation of the break-even point of S salary and additional outlays, such as recruiting and traininvestment in an employee, above ing expenses. AHCR involves a calculation of the “value created” by the employee based on , the projects he or she was worked on. This metric considers the skills and knowledge of each employee relative to the net present value of a specific project. The desired outcomes of these measures are assisting managers with matching employee talents and project needs, identifyD ing employee development opportunities, and creating a more efficient and effective means for project team staffing. Although the program is still in the pilot stage, with validation E studies in progress, Dow anticipates rolling out the metrics to other business units in the A very near future.10 N Given the complex natureDof measuring human assets/capital and return on such investments, where does an organization R begin in assuming such an undertaking? One helpful model has been developed by Mercer, which can ... Purchase answer to see full attachment