Jeffrey A. MelloJeffrey A. MelloPeter Capelli and Anne Crocker-HefterRandall S. SchulerDave UlrichBrian E. Becker and Mark A. Huselid and Peter S. Pickus and Michael F. SprattRobert J. GreeneRobert J. GrossmanEdmund J. MetzWayne BrockbankAfsaneh Nahavandi and Eileen ArandaCharles R. Greer and Stuart A. Youngblood and David A. GrayJeffrey A. MelloNathan GlazerDavid E. Bowen and Gerald E. Ledford, Jr. and Barry R. NathanJeffrey A. MelloKathryn TylerJudy D. Olian and Cathy C. Durham and Amy L. Kristof and Kenneth G. Brown and Richard M. Pierce and Linda KunderDavid A. Waldman and Leanne E. Atwater and David AntonioniDick GrotePerry PascarellaEdward E. Lawler IIIJeffrey A. MelloPeter Lazes and Jane SavageEileen M. GargerNaresh C. Agarwal and Michael G. DeGrooteKaren Roberts and Ellen Ernst Kossek and Cynthia OzekiJuan I. Sanchez and Paul E. Spector and Cary L. CooperRodney A. McCowan and Ulli Bowen and Mark A. Huselid and Brian E. BeckerCurtis R. Artis and Brian E. Becker and Mark A. HuselidBarbara R. Harris and Mark A. Huselid and Brian E. BeckerDeborah Barber and Mark A. Huselid and Brian E. BeckerSteven P. Kirn and Anthony J. Rucci and Mark A. Huselid and Brian E. Becker

Part 1 The Context of Strategic Human Resource Management
1 An Investment Perspective of Human Resource Management	p. 3
Adopting an Investment Perspective	p. 5
Managing Employees at United Parcel Service	p. 6
Factors Influencing How "Investment Oriented" an Organization Is	p. 7
Conclusion	p. 9
Critical Thinking	p. 10
Experiential Exercises	p. 11
Internet Exercises	p. 11
Chapter References	p. 11
Reading 1.1 Southwest Airlines: A Case Study Linking Employee Needs Satisfaction and Organizational Capabilities to Competitive Advantage by Roger Hallowell	p. 12
Reading 1.2 Producing Sustainable Competitive Advantage Through the Effective Management of People by Jeffrey Pfeffer	p. 25
2 Trends Affecting Human Resource Management	p. 37
Impact of Technology	p. 38
Workforce Demographic Changes and Diversity	p. 41
Diversity Initiatives at Intel	p. 44
Conclusion	p. 45
Critical Thinking	p. 46
Experiential Exercises	p. 46
Internet Exercises	p. 46
Chapter References	p. 46
Reading 2.1 Telecommuting as Part of a Strategic Human Resource Management Program	p. 48
Reading 2.2 The Strategic Management of Workplace Diversity Initiatives: Public Sector Implications	p. 52
3 Strategic Planning	p. 61
Models of Strategy	p. 62
The Process of Strategic Management	p. 63
Mission Statement	p. 63
Analysis of Environment	p. 64
Organization Self-Assessment	p. 65
Establishing Goals and Objectives	p. 67
Setting Strategy	p. 67
Corporate Strategies	p. 68
Business Unit Strategies	p. 69
Conclusion	p. 71
Critical Thinking	p. 72
Experiential Exercises	p. 72
Internet Exercises	p. 73
Chapter References	p. 73
Reading 3.1 Distinctive Human Resources Are Firms' Core Competencies	p. 74
Reading 3.2 Strategic Human Resource Management: Linking the People with the Strategic Needs of the Business	p. 86
4 The Evolving/Strategic Role of Human Resource Management	p. 99
HR Roles at Mercantile Bank	p. 101
Strategic HR Versus Traditional HR	p. 102
Barriers to Strategic HR	p. 104
Conclusion	p. 106
Critical Thinking	p. 108
Experiential Exercises	p. 108
Internet Exercises	p. 109
Chapter References	p. 109
Reading 4.1 A New Mandate for Human Resources	p. 110
Reading 4.2 HR as a Source of Shareholder Value: Research and Recommendations	p. 119
Reading 4.3 Culturally Compatible HR Strategies	p. 126
5 Human Resource Planning	p. 133
Objectives of Human Resource Planning	p. 135
Types of Planning	p. 136
Aggregate Planning	p. 136
Succession Planning	p. 140
Conclusion	p. 142
Critical Thinking	p. 143
Experiential Exercises	p. 143
Internet Exercises	p. 144
Reading 5.1 Heirs Unapparent	p. 145
Reading 5.2 Designing Succession Systems for New Competitive Realities	p. 151
Reading 5.3 If HR Were Really Strategically Proactive: Present and Future Directions in HR's Contribution to Competitive Advantage	p. 158
6 Design and Redesign of Work Systems	p. 171
Design of Work Systems	p. 172
What Workers Do	p. 172
What Workers Need	p. 174
How Jobs Interface with Other Jobs	p. 176
Redesign of Work Systems	p. 177
Understanding Change	p. 178
Managing Change	p. 179
Conclusion	p. 179
Critical Thinking	p. 180
Experiential Exercises	p. 180
Internet Exercises	p. 181
Chapter References	p. 181
Reading 6.1 Restructuring Teams for the Re-Engineered Organization	p. 182
Reading 6.2 Human Resource Management Outsourcing: The Make or Buy Decision	p. 190
7 Employment Law	p. 203
Scope of Laws	p. 204
Federal Antidiscrimination Laws	p. 205
Equal Pay Act	p. 205
Civil Rights Act of 1964	p. 206
Age Discrimination in Employment Act of 1967	p. 207
Rehabilitation Act of 1973	p. 207
Pregnancy Discrimination Act of 1978	p. 207
Americans with Disabilities Act of 1990	p. 207
Civil Rights Act of 1991	p. 208
Family and Medical Leave Act of 1992	p. 208
Enforcement of Federal Laws Under the EEOC	p. 209
Executive Orders	p. 212
Affirmative Action	p. 212
Sexual Harassment	p. 213
What Sexual Harassment Is	p. 214
Problems in Managing Sexual Harassment	p. 215
Strategy for Managing Sexual Harassment	p. 216
Complications Abroad	p. 217
Conclusion	p. 218
Critical Thinking	p. 218
Experiential Exercises	p. 219
Internet Exercises	p. 219
Reading 7.1 The Dual Loyalty Dilemma for HR Managers Under Title VII Compliance	p. 220
Reading 7.2 In Defense of Preference	p. 227
Part 2 Implementation of Strategic Human Resource Management
8 Staffing	p. 237
Recruiting	p. 239
Temporary Versus Permanent Employees	p. 239
Internal Versus External Recruiting	p. 239
When and How Extensively to Recruit	p. 240
Methods of Recruiting	p. 242
Selection	p. 245
Interviewing	p. 246
Testing	p. 247
References	p. 249
International Assignments	p. 249
Diversity	p. 250
Conclusion	p. 250
Critical Thinking	p. 251
Experiential Exercises	p. 252
Internet Exercises	p. 252
Chapter References	p. 252
Reading 8.1 Hiring for the Organization, Not the Job	p. 253
Reading 8.2 Personality Screening in Employment: Balancing Information Gathering and the Law	p. 267
9 Training and Development	p. 271
Benefits of Training and Development	p. 273
Planning and Strategizing Training	p. 273
Needs Assessment	p. 274
Objectives	p. 274
Design and Delivery	p. 275
Computer-Based Training at Qualcomm	p. 276
Evaluation	p. 277
Integrating Training with Performance Management Systems and Compensation	p. 279
Conclusion	p. 280
Critical Thinking	p. 280
Experiential Exercises	p. 281
Internet Exercises	p. 281
Chapter References	p. 281
Reading 9.1 Hold On to What You've Learned	p. 282
Reading 9.2 Designing Management Training and Development for Competitive Advantages: Lessons from the Best	p. 286
10 Performance Management and Feedback	p. 297
Use of the System	p. 298
Who Evaluates	p. 300
What to Evaluate	p. 303
How to Evaluate	p. 304
Measures of Evaluation	p. 304
Other Considerations	p. 308
Conclusion	p. 309
Critical Thinking	p. 310
Experiential Exercises	p. 310
Internet Exercises	p. 311
Chapter References	p. 311
Reading 10.1 Has 360-Degree Feedback Gone Amok?	p. 312
Reading 10.2 Public Sector Organizations: Today's Innovative Leaders in Performance Management	p. 321
11 Compensation	p. 327
Equity	p. 328
Internal Equity	p. 330
External Equity	p. 333
Individual Equity	p. 335
Legal Issues in Compensation	p. 337
Conclusion	p. 338
Critical Thinking	p. 338
Experiential Exercises	p. 339
Internet Exercises	p. 339
Chapter References	p. 339
Reading 11.1 Compensating Teams	p. 340
Reading 11.2 Pay Strategy: New Thinking for the New Millennium	p. 346
12 Labor Relations	p. 351
Why Employees Unionize	p. 353
The National Labor Relations Act	p. 354
Behavior During Organizing Campaigns	p. 355
Collective Bargaining	p. 356
Failure to Reach Agreement	p. 358
Unions Today	p. 359
Critical Thinking	p. 360
Experiential Exercises	p. 361
Internet Exercises	p. 361
Chapter References	p. 361
Reading 12.1 Redefining the Rights of Union Organizers and Responsibilities of Employers in Union Organizing Drives	p. 362
Reading 12.2 Embracing the Future: Union Strategies for the 21st Century	p. 368
13 Employee Separation	p. 373
Reductions in Force	p. 375
Turnover	p. 377
Retirement	p. 379
Conclusion	p. 381
Critical Thinking	p. 381
Experiential Exercises	p. 382
Internet Exercises	p. 382
Chapter References	p. 382
Reading 13.1 Holding On to High Performers: A Strategic Approach to Retention	p. 383
Reading 13.2 Retirement of Older Workers: Issues and Policies	p. 390
14 International Human Resource Management	p. 401
How International HRM Differs from Domestic HRM	p. 403
Assessing Culture	p. 403
Strategic HR Issues in International Assignments	p. 406
Repatriation	p. 411
Summary	p. 412
Critical Thinking	p. 412
Experiential Exercises	p. 413
Internet Exercises	p. 413
Chapter References	p. 413
Reading 14.1 Managing the Global Workforce: Challenges and Strategies	p. 414
Reading 14.2 Adapting to a Boundaryless World: A Developmental Expatriate Model	p. 428
Part 3 Case Studies
Case 1 Strategic Human Resource Management at Herman Miller	p. 441
Case 2 Strategic Human Resource Management at Lucent	p. 447
Case 3 Strategic Human Resource Management at Praxair	p. 451
Case 4 Strategic Human Resource Management at Quantum	p. 457
Case 5 Strategic Human Resource Management at Sears	p. 465
Index	p. 471