Tabla de contenidos provista por Syndetics

• Preface
• Part I Understanding Behavior in Organizations: Basic Theoretical Orientations(p. 1)
• 1. The Effective Management of People: An Introduction and Point of View(p. 3)
• Human Resource Systems and Firm Performance(p. 4)
• Organizational Capability(p. 4)
• Organizing for Success(p. 5)
• Competitive Advantage through the Effective Management of People(p. 5)
• Some Ways of Learning about Effective HRM Practices(p. 8)
• Behavioral Research and Targeted Employee Behaviors(p. 8)
• Research at the Business Unit or Organizational Level(p. 9)
• HR System Design and Evaluation: The Process(p. 11)
• The General Manager as an Agent of Change(p. 15)
• Motivating Change(p. 16)
• Creating a Vision(p. 16)
• Developing Political Support(p. 17)
• Managing the Transition(p. 17)
• Sustaining Momentum(p. 17)
• Conclusion(p. 18)
• Continuous Learning: Some Next Steps(p. 18)
• Endnotes(p. 19)
• 2. Some Basic Theory about Ability, Motivation, and Opportunity(p. 22)
• The General Framework(p. 24)
• The Aptitude-Ability Distinction(p. 25)
• Aptitudes(p. 26)
• Abilities for the Twenty-First Century: Some Illustrations(p. 26)
• Motivation: Willingness to Exert Effort(p. 27)
• Opportunity(p. 29)
• Equal Opportunity and Career Systems(p. 32)
• Career Systems and Equal Opportunity(p. 32)
• Two Motivation Models: Expectancy Theory and Equity Theory(p. 33)
• Expectancy Theory(p. 34)
• Organizational Justice: Equity Theory(p. 40)
• Human Resource Management Practices and Equity Theory(p. 43)
• Procedural Justice and Its Implications(p. 44)
• Conclusion(p. 44)
• Continuous Learning: Some Next Steps(p. 45)
• Endnotes(p. 46)
• Part II Human Resource Systems: What the General Manager Should Know(p. 49)
• 3. Staffing, Reward, and Development Systems: A Look at the Possibilities(p. 51)
• Defining the Dimensions of HRM Practice Variation(p. 53)
• Pay System Attributes(p. 53)
• Attributes of the Staffing System(p. 58)
• Attributes of the Training and Development System(p. 59)
• Attributes of the Performance Measurement System(p. 61)
• A Practice-by-Behavior Matrix(p. 62)
• Conclusion(p. 67)
• Continuous Learning: Some Next Steps(p. 67)
• Endnotes(p. 68)
• Appendix HRM Practices Survey(p. 70)
• 4. Reward and Compensation Systems(p. 76)
• Aligning Reward and Compensation Systems with the Firm's Business Strategy(p. 78)
• Pay Level: Maintaining External Competitiveness in Compensation(p. 79)
• Rationale for Meet, Lag, and Lead Pay Strategies(p. 79)
• Use of Pay Surveys for Comparative Market Data(p. 80)
• Pay Structure: Maintaining Internal Consistency in Job Pricing(p. 82)
• Establishing an Internally Consistent Pay Structure Using Job Evaluation(p. 82)
• The Point Method of Job Evaluation(p. 84)
• From Job Evaluation to an Internally Consistent Job Structure(p. 85)
• Creating a Pay Structure: Blending External Competitiveness and Internal Consistency(p. 86)
• Performance-Contingent Pay and Pay at Risk(p. 87)
• Merit Pay(p. 88)
• Lump-Sum Bonuses(p. 89)
• Individual Incentives/Commissions(p. 89)
• Stock Options: Long-Term Incentives for Executives(p. 89)
• Group Incentives: Gain Sharing(p. 91)
• Group Incentives: Profit Sharing(p. 91)
• Pay for Other Employee Contributions(p. 92)
• Paying for Skills or Competencies(p. 92)
• Seniority-Based Pay(p. 94)
• Employee Benefits: Flexibility and Levels(p. 96)
• Conclusion(p. 97)
• Continuous Learning: Some Next Steps(p. 97)
• Endnotes(p. 98)
• 5. Staffing Systems(p. 100)
• Career System Orientation: Recognizing Staffing Systems that Fit the Firm's Business Strategy(p. 101)
• Two Frameworks for Integrating Staffing Practice with Strategy(p. 102)
• Potential versus Achievement Orientation(p. 106)
• Recognizing High-Quality Practices When Selecting for Achievement(p. 106)
• Recognizing High-Quality Practices When Selecting for Potential(p. 109)
• Organizational Fit and Systems for Addressing Employee Motivation(p. 111)
• Systems for Selecting Motivated Employees(p. 111)
• Organizational Fit and Retaining Top Performers(p. 114)
• Exit Orientation and Managing the Restructuring Process(p. 116)
• Conclusion(p. 118)
• Continuous Learning: Some Next Steps(p. 118)
• Endnotes(p. 119)
• 6. Employee and Career Development Systems(p. 122)
• A Systematic Approach to Training(p. 123)
• Goldstein's Instructional System(p. 123)
• Assessment Phase(p. 124)
• Training and Development Phase(p. 126)
• Evaluation Phase(p. 128)
• A Review: When Are the Conditions Right for Training?(p. 129)
• Career and Personal Development(p. 131)
• Development as a Selection and Attraction Tool(p. 131)
• Development as a Succession-Management Tool(p. 132)
• Summary(p. 133)
• Skill Orientation(p. 133)
• Training Method Orientation(p. 134)
• Career Pathing(p. 134)
• Succession Planning(p. 135)
• Skills Inventories(p. 135)
• Conclusion(p. 135)
• Continuous Learning: Some Next Steps(p. 137)
• Endnotes(p. 137)
• 7. Performance Management Systems(p. 139)
• Aligning Performance Management Systems with the Firm's Strategy: Measuring What Matters(p. 141)
• Purposes and Uses for Measures of Employee Performance(p. 142)
• Administrative Uses(p. 142)
• Feedback, Counseling, and Performance Improvement(p. 143)
• Evaluation of Organizational Programs(p. 144)
• Performance Appraisal and Total Quality Management(p. 144)
• Measuring Results: Use of Objective Outcome Measures(p. 145)
• Examples of Use of Results-Oriented Performance Measures(p. 145)
• Advantages and Disadvantages of Results-Oriented Measures(p. 147)
• Measuring "Processes" and the Use of Human Judgment(p. 148)
• Rating Scales: Absolute Standards in Performance Appraisal(p. 149)
• Employee Comparison Approaches(p. 153)
• Measurement Scope in Performance Appraisal(p. 153)
• 360 Degree Appraisal(p. 154)
• Improving the Quality of Performance Measures(p. 155)
• Results-Oriented versus Process-Oriented Measures(p. 156)
• Improving Raters' Appraisal of Employee Performance(p. 156)
• Performance Management as a System: An Overview(p. 157)
• Performance Planning(p. 158)
• Ongoing Performance Communication(p. 158)
• Data Gathering, Observation, and Documentation(p. 158)
• Performance Appraisal and Feedback Sessions(p. 158)
• Performance Diagnosis and Coaching(p. 159)
• Conclusion(p. 159)
• Continuous Learning: Some Next Steps(p. 160)
• Endnotes(p. 161)
• Part III Aligning Human Resource Systems with Business Strategy(p. 163)
• 8. Human Resource Systems: The Link to Business Strategy and Firm Performance(p. 165)
• Sustained Competitive Advantage(p. 168)
• HRM Adds Value to the Firm(p. 168)
• Human Resources as Rare Resources(p. 169)
• Human Resource Systems as Inimitable(p. 169)
• Human Resource Systems as Nonsubstitutable(p. 170)
• Linking HRM Practices to Organizational Outcomes(p. 171)
• Assessing and Reducing Costs(p. 171)
• Behavioral Impact of HRM Practices(p. 172)
• Marginal Utility Models(p. 172)
• Auditing HRM Practices and Departments(p. 176)
• Linking Strategy to HRM Practices(p. 177)
• Corporate HR Philosophy or Companywide HR Standards(p. 177)
• Beware of the Direct Business Strategy-HRM Connection(p. 178)
• HRM Leading Strategy Formulation(p. 179)
• Conclusion(p. 179)
• Continuous Learning: Some Next Steps(p. 180)
• Endnotes(p. 181)
• 9. Sustained Competitive Advantage through Inimitable Human Resource Practices(p. 183)
• Three Perspectives on Alternative HR Systems(p. 185)
• Intransigent Employee Behaviors(p. 185)
• HR Systems and Employee Behaviors: Individual, Group, and Organizational Systems(p. 186)
• Avoiding Conflicting HR Systems(p. 188)
• Congruence and Integrated HR Systems(p. 189)
• Lack of Congruence in an HR System(p. 190)
• A Congruent HR System(p. 191)
• Designing the Congruent System of HR Practices: Tradeoffs(p. 192)
• Human Resource Systems in the Management Literature(p. 193)
• Competitive Strategies, Role Behaviors, and Typologies of HRM Practices(p. 194)
• Control and Commitment Human Resource Systems(p. 195)
• Conclusion(p. 196)
• Continuous Learning: Some Next Steps(p. 196)
• Endnotes(p. 197)
• 10. Domestic and International Labor Markets(p. 198)
• On the Relevance of Labor Markets(p. 199)
• Labor Markets and the Return on Investments(p. 203)
• Labor Markets and Equal Employment Opportunity Laws(p. 203)
• General Characteristics of the Market for Labor(p. 204)
• Ways of Characterizing Labor Markets(p. 205)
• Levels of Analysis(p. 205)
• Attribute Types(p. 206)
• Learning about Labor Markets(p. 211)
• Conclusion(p. 211)
• Continuous Learning: Some Next Steps(p. 212)
• Endnotes(p. 212)
• 11. The Equal Employment and Labor Relations Environment(p. 215)
• An Overview of U.S. Equal Employment Opportunity Laws and Regulations(p. 217)
• Title VII of the Civil Rights Act of 1964(p. 218)
• Sexual Harassment under Title VII(p. 220)
• Executive Order 11246 and Revisions(p. 221)
• Civil Rights Act of 1991(p. 222)
• Age Discrimination in Employment Act (1967)(p. 222)
• Americans with Disabilities Act (1990)(p. 223)
• The Complexity of EEO Regulation(p. 223)
• International Employment Regulation: Variability across Countries(p. 225)
• Equal Employment Issues in Multinational Firms(p. 226)
• U.S. Employment Law and Global Operations(p. 228)
• Extraterritorial Application of U.S. Employment Laws(p. 228)
• International Equal Employment Law and Global Operations(p. 229)
• Host Country Laws(p. 229)
• A Global Perspective on Labor Relations(p. 230)
• Some General Points about International Labor Relations(p. 230)
• Variation in Unionization across Countries(p. 231)
• Government Regulation(p. 232)
• Conclusion(p. 233)
• Continuous Learning: Some Next Steps(p. 233)
• Endnotes(p. 234)
• Part IV Designing Human Resource Systems for Specific Business Situations(p. 235)
• Illustration 1. Human Resource Systems for the Customer Contact Tier(p. 237)
• The Targeted Job Class: Customer Service Representative(p. 237)
• Business Strategy and Technology: Home Entertainment Services(p. 238)
• Key Employee Behaviors and Critical Employee Attributes(p. 240)
• Labor-Market Attributes(p. 241)
• The Legal Environment(p. 242)
• The Prescribed HR System(p. 242)
• Reward and Compensation Practices(p. 243)
• Training and Development(p. 247)
• The Staffing System(p. 249)
• The Performance Measurement System(p. 252)
• Conclusion(p. 253)
• Endnotes(p. 256)
• Illustration 2. Human Resource Systems for Total Quality Management--Oriented Manufacturing Teams(p. 258)
• The Targeted Job Class: Manufacturing Associate(p. 258)
• Business Strategy and Technology: Columbus Engine Works(p. 259)
• Key Employee Behaviors and Critical Employee Attributes(p. 261)
• Labor-Market Attributes(p. 262)
• The Legal Environment(p. 263)
• The Prescribed HR System(p. 263)
• Reward and Compensation Practices(p. 263)
• The Staffing System(p. 268)
• Training and Development(p. 272)
• The Performance Measurement System(p. 274)
• Conclusion(p. 274)
• Endnotes(p. 276)
• Illustration 3. Human Resource Systems for Financial Services Sales(p. 278)
• The Targeted Job Class: Insurance Sales Agent(p. 278)
• Business Strategy and Technology: Midwest Insurance Company(p. 279)
• Key Employee Behaviors and Critical Employee Attributes(p. 279)
• Labor-Market Attributes(p. 281)
• The Legal Environment(p. 282)
• The Prescribed HR System(p. 282)
• Reward and Compensation Practices(p. 282)
• The Staffing System(p. 285)
• Training and Development(p. 289)
• The Performance Measurement System(p. 292)
• Conclusion(p. 293)
• Endnotes(p. 295)
• Illustration 4. Human Resource Systems for Project Development Teams(p. 297)
• The Targeted Job Class: Television Sitcom Writer(p. 297)
• Business Strategy, Technology, and Work Processes: XYZ Productions(p. 297)
• Key Employee Behaviors and Critical Employee Attributes(p. 300)
• Labor-Market Attributes(p. 301)
• The Legal Environment(p. 302)
• The Prescribed HR System(p. 303)
• Reward and Compensation Practices(p. 303)
• The Staffing System(p. 306)
• Training and Development(p. 310)
• The Performance Measurement System(p. 311)
• Conclusion(p. 311)
• Endnotes(p. 313)
• Illustration 5. Human Resource Systems for Marketing Managers in Asia(p. 315)
• The Targeted Job Class: Country Brand Director(p. 315)
• Business Strategy, Technology, and Work Processes: Fleet Sports, Inc.(p. 316)
• Key Employee Behaviors and Critical Employee Attributes(p. 319)
• Labor-Market Attributes(p. 320)
• The Legal Environment(p. 320)
• The Prescribed HR System(p. 321)
• Reward and Compensation Practices(p. 321)
• The Staffing System(p. 323)
• Training and Development(p. 326)
• The Performance Measurement System(p. 327)
• Conclusion(p. 328)
• Endnotes(p. 330)
• Index(p. 331)