assignment

Managing
Human Resources

18th Edition

Australia • Brazil • Mexico • Singapore • United Kingdom • United States

SCOTT A. SNELL SHAD S. MORRIS
Professor of Business Administration, Associate Professor of Management,
University of Virginia Brigham Young University

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Managing Human Resources,
Eighteenth Edition
Scott Snell and Shad Morris

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Printed in the United States of America
Print Number: 01 Print Year: 2017

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iii

Brief Contents

Part 1 Human Resources Management in Perspective
1 The Rewards and Challenges of Human Resources Management 1

2 Strategy and Human Resources Planning 38

Part 2 Meeting Human Resources Requirements
3 Equal Employment Opportunity and Human Resources Management 84

4 Job Analysis and Job Design 121

Part 3 Developing Effectiveness in Human Resources
5 Expanding the Talent Pool: Recruitment and Careers 152

6 Employee Selection 205

7 Training and Development 241

8 Performance Management 279

Part 4 Implementing Compensation and Security
9 Managing Compensation 318

10 Pay-for-Performance: Incentive Rewards 356

11 Employee Benefits 385

12 Promoting Safety and Health 416

Part 5 Enhancing Employee-Management Relations
13 Employees Rights and Discipline 448

14 The Dynamics of Labor Relations 481

Part 6 Expanding Human Resources Management Horizons
15 International Human Resources Management 515

16 Implementing HR Strategy: High-Performance Work Systems 556

Integrative Cases 585

Glossary 611

Name Index 622

Organization Index 624

Subject Index 627

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iv

Part 1 Human Resources Management in Perspective
Chapter 1 The Rewards and Challenges of

Human Resources Management 1
1.1 Why Should You Study Human Resources Management? Will It Pay Off? 2

1.1a Human Capital and Organizational Culture 3

1.2 Strategic and Global Challenges 5
1.2a Responding Strategically to Changes and Disruptions in the Marketplace 5
1.2b Competing, Recruiting, and Staffing Globally 7
1.2c Setting and Achieving Corporate Social Responsibility and Sustainability Goals 9

1.3 Technology Challenges 10

Highlights in HRM 1: Factors to Consider When Evaluating a
Human Resources Information System 14

1.4 Productivity and Cost Challenges 15
1.4a Maximizing Productivity 15
1.4b Managing the Size of the Workforce 15
1.4c Managing Pay and Benefits 16

1.5 Employee Challenges 18
1.5a Responding to the Demographic and Diversity Challenges

of the Workforce 18
1.5b Educational Shifts Affecting the Workforce 23
1.5c Adapting to Cultural and Societal Changes

Affecting the Workforce 24

1.6 The Role HR Managers Play and Their Partnership with Other Managers 27
1.6a Responsibilities of Human Resource Managers 28
1.6b Competencies Human Resource Managers Require 29

Highlights in HRM 2: SHRM Code of Ethical and Professional Standards
in Human Resource Management 30

Summary 32

Key Terms 33

Discussion Questions 33

Case Study 1: New HR Strategy Makes Lloyd’s a “Best Company” 34

Case Study 2: Shell’s Top Recruiter Takes His Cues from Marketing 34

Notes and References 36

Contents

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vContents

Chapter 2 Strategy and Human Resources Planning 38
2.1 Strategic Planning and Human Resources Planning 39

2.1a Strategic Planning and HR Planning:
Linking the Processes 40

2.2 Step One: Mission, Vision, and Values 42
2.2a Developing a Mission Statement 42
2.2b HR’s Role in Establishing and Reinforcing a Firm’s Mission,

Vision, and Values 43

2.3 Step Two: External Analysis 43
2.3a The Business Environment 44
2.3b The Competitive Environment 45
2.3c HR’s External Analysis 48

Highlights in HRM 1: HRM Metrics 50

2.4 Step Three: Internal Analysis 50
2.4a Core Capabilities 51
2.4b Sustaining a Competitive Advantage

Through People 52
2.4c Types of Talent and Their Composition

in the Workforce 52
2.4d Corporate Culture 54
2.4e Forecasting 56

Highlights in HRM 2: HR Planning and Strategy Questions
to Ask Business Managers 58

2.4f Assessing a Firm’s Human Capital Readiness:
Gap Analysis 61

Highlights in HRM 3: Succession-Planning Checklist 62

2.5 Step Four: Formulating a Strategy 64
2.5a Corporate Strategy 64
2.5b Business Strategy 66
2.5c HR Strategy 67

2.6 Step Five: Executing a Firm’s Strategy 67
2.6a HR’s Role in Strategy Execution 69

2.7 Step Six: Evaluation 70
2.7a Evaluating a Firm’s Strategic Alignment 70

Summary 73

Key Terms 74

Discussion Questions 74

HRM Experience: Customizing HR for Different Types
of Human Capital 75

Case Study 1: How a Strategy Change Led to Nike’s Formation 75

Case Study 2: Domino’s Tries to Get Its Strategic Recipe Right 76

Notes and References 78

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vi Contents

Appendix: Calculating Employee Turnover
and Absenteeism 80

A.1 Employee Turnover Rates 80
A.1a Computing the Turnover Rate 80
A.1b Determining the Costs of Turnover 81

A.2 Employee Absenteeism Rates 81
A.2a Computing Absenteeism Rates 81

Highlights in HRM 4: Costs Associated with the Turnover of One Computer Programmer 82
A.2b Comparing Absenteeism Data 82
A.2c Costs of Absenteeism 83
A.2d Absenteeism and HR Planning 83

Part 2 Meeting Human Resources Requirements
Chapter 3 Equal Employment Opportunity

and Human Resources Management 84
3.1 Historical Perspective of EEO Legislation 86

3.1a Changing National Values 86
3.1b Early Legal Developments 87

3.2 Government Regulation of Equal Employment Opportunity 88

Highlights in HRM 1: Test Your Knowledge of Equal Employment Opportunity Law 89
3.2a Major Federal Laws 89
3.2b Other Federal Laws and Executive Orders 97
3.2c Fair Employment Practice Laws 98

3.3 Other Equal Employment Opportunity Issues 98
3.3a Sexual Harassment 98

Highlights in HRM 2: Questions Used to Audit Sexual Harassment
in the Workplace 100

3.3b Sexual Orientation 100
3.3c Immigration Reform and Control 102
3.3d Emerging Employment Discrimination Issues 102

3.4 Uniform Guidelines on Employee Selection Procedures 104

3.5 Enforcing Equal Employment Opportunity Legislation 106
3.5a Record-Keeping and Posting Requirements 106
3.5b Processing Discrimination Charges 106

Highlights in HRM 3: EEOC Poster Supplement for 2016 107
3.5c Preventing Discrimination Charges 109

3.6 Affirmative Action and Diversity Management 109
3.6a Court Decisions 110

Highlights in HRM 4: Basic Steps in Developing an Effective
Affirmative Action Program 111

3.6b Beyond Affirmative Action: Leveraging Diversity 112

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viiContents

Highlights in HRM 5: Embracing Diversity and Leveraging
Employee Differences 113

Summary 113

Key Terms 114

Discussion Questions 114

Case Study 1: Going to the Dogs 115

HRM Experience: Sexual Harassment: A Frank Discussion 116

Case Study 2: Misplaced Affections: Discharge for
Sexual Harassment 116

Notes and References 118

Appendix: Determining Adverse Impact 120
A.1 The Four-Fifths Rule 120

Chapter 4 Job Analysis and Job Design 121
4.1 What Is a Job Analysis and How Does It Affect

Human Resources Management? 123
4.1a Major Parts of the Job Analysis 125

4.2 Sources of Job Analysis Information 126
4.2a Controlling the Accuracy of the Job Data Collected 126
4.2b Other Sources of Job Analysis Information 126

Highlights in HRM 1: Job Analysis Interview Questions 127
4.2c Parts of a Job Description 130

Highlights in HRM 2: An Example of a Job Description 132
4.2d Writing Clear and Specific Job Descriptions 133

4.3 Job Design 133
4.3a Ergonomics 134
4.3b Enrichment 135

Highlights in HRM 3: Empowered Employees
Achieve Results 138

4.4 Employee Teams and Flexible Work Schedules 139
4.4a Employee Teams 139
4.4b Flexible Work Schedules 143

Summary 146

Key Terms 146

HRM Experience: Establishing Ground Rules
for a Team’s Success 147

Discussion Questions 147

Case Study 1: The Zappos Experiment 148

Case Study 2: Are Firms Moving Away from Telecommuting? 149

Notes and References 150

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viii Contents

Part 3 Developing Effectiveness in Human Resources
Chapter 5 Expanding the Talent Pool: Recruitment and Careers 152

5.1 Business Strategies and Their Link to Strategic Recruiting 153
5.1a Elements of a Recruiting Strategy 153

Highlights in HRM 1: Marriott’s Recruitment Principles: Living Up to the Employment
Brand 156

5.2 External and Internal Recruiting Methods 159
5.2a External Recruiting Methods 159

Highlights in HRM 2: Making Employee Referral Programs Work 164

Highlights in HRM 3: Making Your Internship Program a Success 166
5.2b Internal Recruiting Methods 168

Highlights in HRM 4: Is a Worker an Independent Contractor—or Not? 169

5.3 Improving the Effectiveness of Recruiting 171
5.3a Using Realistic Job Previews 171
5.3b Surveys and Employee Profiles 172
5.3c Recruiting Metrics 172
5.3d Retention: How Do We Keep Our Talent? 175

5.4 Career Management: Developing Talent over Time 176
5.4a The Goal: Matching the Needs of the Organization to the Needs of Employees 176
5.4b Identifying Career Opportunities and Requirements 178

Highlights in HRM Box 5: Career Path of Jeff Bezos, Founder of Amazon.com 180
5.4c Career Development Initiatives 183

Highlights in HRM 6: Myths about Mentors 184

Highlights in HRM 7: Establishing a Relationship with a Mentor 185

5.5 Developing a Diverse Talent Pool 186
5.5a Women 187
5.5b Minorities 189
5.5c People Who Are Disabled 189

Highlights in HRM 8: Tips for Enhancing a Firm’s Diversity 190
5.5d Veterans 191
5.5e Older Employees 191

Summary 192

Key Terms 193

Discussion Questions 193

HRM Experience: Career Management 194

Case Study 1: A Lifecycle Approach to Talent 194

Case Study 2: Homegrown Talent: Mary Barra Rises to GM’s Top Post 195

Notes and References 196

Appendix: Personal Career Development 199
A.1 Developing Personal Skills and Competencies 199

A.2 Choosing a Career 199

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ixContents

A.3 Self-Evaluation 199

Highlights in HRM 9: “Must Have” Career Competencies 200
A.3a Interest Inventories 200
A.3b Informational Interviews, Job Shadowing, and Internships 201

A.4 Choosing an Employer 202

A.5 Consider the Boundaryless Career 202

A.6 Keeping Your Career in Perspective 202

Highlights in HRM 10: Questions to Ask Yourself Before
You Accept a Job 203

A.6a Developing Off-the-Job Interests 203
A.6b Balancing Marital and/or Family Life 203
A.6c Planning for Retirement 204

Key Terms 204

Notes and References 204

Chapter 6: Employee Selection 205
6.1 Overview of the Selection Process 206

6.1a Begin with a Job Analysis 207
6.1b Steps in the Selection Process 207
6.1c Obtaining Reliable and Valid Information 207

6.2 Initial Screening 208
6.2a Initial Screening Methods 208

Highlights in HRM 1: What to Include—and Not to Include—on a Job Application
Form 212

6.3 Employment Interviews 212
6.3a Types of Interviews 213
6.3b Methods for Administering Interviews 214

Highlights in HRM 2: Sample Situational Interview Question 215

Highlights in HRM 3: Hiring Managers Reveal Mistakes Candidates Make during Job
Interviews 216

6.3c Diversity Management: Could Your Questions Get You into
Legal Trouble? 217

6.4 Post-Interview Screening 217
6.4a Reference Checks 217

Highlights in HRM 4: Appropriate and Inappropriate Interview Questions 218
6.4b Background Checks 218

Highlights in HRM 5: Sample Reference-Checking Questions 219

6.5 Preemployment Tests 220
6.5a Types of Tests 221
6.5b Determining the Validity of Tests 227

6.6 Reaching a Selection Decision 229
6.6a Summarizing Information about Applicants 229
6.6b Decision-Making Strategy 231
6.6c Final Decision 233

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x Contents

Summary 234

Key Terms 235

Discussion Questions 235

HRM Experience: Designing Selection Criteria and Methods 236

Case Study 1: Job Candidate Assessment Tests Go Virtual 236

Case Study 2: Pros and Cons of Cleaning Up the “Resu-mess” 237

Notes and References 238

Chapter 7 Training and Development 241
7.1 The Scope of Training 242

7.1a A Strategic Approach to Training 243

7.2 Phase 1: Conducting the Needs Assessment 244
7.2a Organization Analysis 245
7.2b Task Analysis 246
7.2c Person Analysis 247

7.3 Phase 2: Designing the Training Program 247
7.3a Developing Instructional Objectives 247

Highlights in HRM 1: A Competency Assessment for a Managerial Position 248
7.3b Assessing the Readiness and Motivation of Trainees 248
7.3c Incorporating the Principles of Learning 249
7.3d Characteristics of Instructors 252

7.4 Phase 3: Implementing the Training Program—Training Delivery Methods 253

7.5 Additional Training and Development Programs 262
7.5a Orientation and Onboarding 262

Highlights in HRM 2: Checklist for Orienting New Employees 263
7.5b Basic Skills Training 264
7.5c Team Training 264
7.5d Cross-Training 266
7.5e Ethics Training 267
7.5f Diversity and Inclusion Training 267

7.6 Phase 4: Evaluating the Training Program 268
7.6a Criterion 1: Reactions 269
7.6b Criterion 2: Learning 269
7.6c Criterion 3: Behavior 269
7.6d Criterion 4: Results, or Return on Investment (ROI) 270

Highlights in HRM 3: Benchmarking HR Training 271

Summary 271

Key Terms 272

Discussion Questions 272

HRM Experience: Training and Learning Principles 273

Case Study 1: Whirlpool Mixes Up Its Managerial Training: Closed-Looped Method Brings
Learning Full Circle 273

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Case Study 2: Loews Hotels: Training for Four-Diamond Service and More 274

Notes and References 275

Chapter 8 Performance Management 279
8.1 Performance Management Systems 280

8.1a The Purposes of Performance Management 280
8.1b Why Performance Management Systems Sometimes Fail 282

8.2 Developing an Effective Performance Management System 284
8.2a What Are the Performance Standards? 284
8.2b Do Your Performance Reviews Comply with the Law? 287
8.2c Sources of Performance Review Information 288
8.2d Putting It All Together: 360-Degree Evaluations 290
8.2e Training Appraisers 291

8.3 Performance Review Methods 295

Highlights in HRM 1: Supervisor’s Checklist for a Formal Performance Review Meeting 296
8.3a Trait Methods 296

Highlights in HRM 2: A Graphic Rating Scale with Comments 297

Highlights in HRM 3: Example of a Mixed-Standard Scale 298
8.3b Behavioral Methods 298
8.3c Results Methods 299

Highlights in HRM 4: BARS and BOS Examples 300

Highlights in HRM 5: A Balanced Scorecard that Translates to a Personal Scorecard 302
8.3d Which Performance Review Method Should You Use? 302

8.4 Performance Review Meetings and Feedback Sessions 303
8.4a Types of Performance Review Meetings and Feedback Sessions 304
8.4b Conducting the Performance Review Meeting

or Feedback Session 304
8.4c Improving Performance 307

Summary 309

Key Terms 310

Discussion Questions 310

HRM Experience: Performance Diagnosis 311

Case Study 1: Adobe Ditches Formal Performance Reviews—And Wants to Help Other
Companies Do So Too 311

Case Study 2: “Project Oxygen” Resuscitates Google’s Poor-Performing Bosses 313

Notes and References 314

Part 4 Implementing Compensation and Security
Chapter 9 Managing Compensation 318

9.1 What Is Compensation? 319

9.2 Strategic Compensation 320

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9.2a Linking Compensation to Organizational Objectives 321
9.2b The Pay-for-Performance Standard 323
9.2c The Bases for Compensation 326

9.3 Compensation Design—The Pay Mix 326
9.3a Internal Factors 327

Highlights in HRM 1: Comparison of Compensation Strategies 330
9.3b External Factors 330

9.4 Job Evaluation Systems 333
9.4a Job Ranking System 333
9.4b Job Classification System 333
9.4c Point System 334
9.4d Work Valuation 335
9.4e Job Evaluation for Management Positions 335

9.5 Compensation Implementation—Pay Tools 336
9.5a Wage and Salary Surveys 336

Highlights in HRM 2: Bureau of Labor Statistics National Compensation Survey 337
9.5b The Wage Curve 340
9.5c Pay Grades 340
9.5d Rate Ranges 341
9.5e Competence-Based Pay 343

9.6 Government Regulation of Compensation 344

Highlights in HRM 3: Minimum Wage Laws in the States 345

Highlights in HRM 4: Worldwide Minimum Wages 346

Highlights in HRM 5: The Federal Wage Poster 347

9.7 Compensation Assessment 348

Summary 350

Key Terms 350

HRM Experience: Why This Salary? 351

Discussion Questions 351

Case Study 1: Pay Decisions at Performance Sports 352

Case Study 2: An In-N-Out Pay Strategy: Costa Vida’s Decision to Boost Pay 352

Notes and References 353

Chapter 10 Pay-for-Performance: Incentive Rewards 356
10.1 Strategic Reasons for Incentive Plans 357

10.1a Incentive Plans as Links to Organizational Objectives 358
10.1b Requirements for a Successful Incentive Plan 359

10.2 Setting Performance Measures 360

Highlights in HRM 1: Setting Performance Measures—The Keys 361

10.3 Administering Incentive Plans 361

10.4 Individual Incentive Plans 362
10.4a Piecework 362

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10.4b Standard Hour Plan 363
10.4c Bonuses 363
10.4d Merit Pay 364
10.4e Incentive Awards and Recognition 365

Highlights in HRM 2: Lessons Learned: Designing Effective Team Incentives 367
10.4f Sales Incentives 368

10.5 Group Incentive Plans 369
10.5a Team Compensation 370
10.5b Gainsharing Incentive Plans 370

10.6 Enterprise Incentive Plans 372
10.6a Profit Sharing Plans 372
10.6b Stock Options 373
10.6c Employee Stock Ownership Plans 373

Highlights in HRM 3: How Stock Option Plans Work 374

10.7 Incentives for Professional Employees 375

10.8 Incentives for Executives 376
10.8a The Executive Pay Package 376
10.8b Executive Compensation: Ethics and Accountability 378
10.8c Executive Compensation Reform 379

Summary 379

Key Terms 380

Discussion Questions 380

HRM Experience: Awarding Salary Increases 381

Case Study 1: United States Auto Industry Back on Top … of CEO Pay 381

Case Study 2: Team-Based Incentives: Not Your Usual Office 382

Notes and References 383

Chapter 11 Employee Benefits 385
11.1 Elements of a Successful Benefits Program 386

11.1a Selecting Benefits 387
11.1b Administering Benefits 388
11.1c Communicating Employee Benefits 388

11.2 Employee Benefits Required by Law 394
11.2a Social Security Insurance 394

Highlights in HRM 1: A Personalized Statement of Benefits Costs 395

Highlights in HRM 2: Who Is Eligible to Collect Disability Payments under the
Social Security Act? 397

11.2b Unemployment Insurance 397
11.2c Workers’ Compensation Insurance 398
11.2d COBRA Insurance 398
11.2e Benefits Provided by the Patient Protection

and Affordable Care Act 399

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11.2f Benefits Provided under the Family
and Medical Leave Act 399

Highlights in HRM 3: Your Rights under the Family and Medical Leave Act 401

11.3 Work-Life Discretionary Benefits 402
11.3a Child and Elder Care 402
11.3b Payment for Time Not Worked 403
11.3c Life Insurance 405
11.3d Long-Term Care Insurance 406
11.3e Other Benefits and Services 406
11.3f Pension Plans 407
11.3g Domestic Partner Benefits 410

Summary 410

Key Terms 411

Discussion Questions 411

HRM Experience: Understanding Employer Benefit Programs 412

Case Study 1: Adobe’s Family-Friendly Benefits: An Unexpected Backlash 412

Case Study 2: Evaluate the Work-Life Climate in Your Company 413

Notes and References 414

Chapter 12 Promoting Safety and Health 416
12.1 Safety and Health: It’s the Law 417

12.1a OSHA’s Coverage 417
12.1b OSHA Standards 417
12.1c Enforcing OSHA Standards 420
12.1d OSHA Consultation Assistance 422
12.1e Responsibilities and Rights under OSHA 422

Highlights in HRM 1: What Are My Responsibilities under the OSH Act? 424

12.2 Promoting a Safe Work Environment 425
12.2a Creating a Culture of Safety 425
12.2b Enforcing Safety Rules 426
12.2c Investigating and Recording Accidents 426

Highlights in HRM 2: Test Your Safety Smarts 427
12.2d Safety Hazards and Issues 427

Highlights in HRM 3: Emergency Readiness Checklist 432

12.3 Creating a Healthy Work Environment 433
12.3a Ergonomics 433
12.3b Health Hazards and Issues 433

Highlights in HRM 4: Job Safety and Health Protection Poster 434
12.3c Building Better Physical and Emotional

Health among Employees 438

Summary 442

Key Terms 443

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xvContents

Discussion Questions 443

Case Study 1: Rambo Goes Violent 444

Case Study 2: Too Much Fatigue and Stress? You Decide 444

Notes and References 445

Part 5 Enhancing Employee-Management Relations
Chapter 13 Employees Rights and Discipline 448

13.1 Employee Rights and Privacy 449
13.1a Employee Rights versus Employer Responsibilities 449
13.1b Negligent Hiring 450
13.1c Job Protection Rights 450

Highlights in HRM 1: Examples of Employment-at-Will Statements 456
13.1d Privacy Rights 457
13.1e Digital Surveillance 459

13.2 Disciplinary Policies and Procedures 466
13.2a The Result of Inaction 466
13.2b Setting Organizational Rules 467
13.2c Investigating a Disciplinary Problem 467
13.2d Approaches to Disciplinary Action 469
13.2e Discharging Employees 470
13.2f Alternative Dispute Resolution Procedures 472

13.3 Managerial Ethics in Employee Relations 475

Summary 475

Key Terms 476

Discussion Questions 476

Case Study 1: Discharged for Off-Duty Behavior 476

Case Study 2: You Can’t Fire Me! Check Your Policy 477

Notes and References 478

Chapter 14 The Dynamics of Labor Relations 481
14.1 The Labor Relations Process 482

14.1a Why Employees Unionize 484
14.1b Challenges of Unions to Management 486
14.1c Union Avoidance Practices 486
14.1d Organizing Campaigns 487

Highlights in HRM 1: Test Your Labor Relations Know-How 490

Highlights in HRM 2: What Happened to the American Labor Union? 491
14.1e Employer Tactics Opposing Unionization 492

Highlights in HRM 3: United Food and Commercial Workers International Union
Authorization Card 493

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xvi Contents

14.1f How Employees Become Unionized 493
14.1g NLRB Representation Election 493

Highlights in HRM 4: Employer “Don’ts” during Union
Organizing Campaigns 494

Highlights in HRM 5: NLRB Election Poster 496

14.2 The Bargaining Process 497
14.2a Preparing for Negotiations 497
14.2b Gathering Bargaining Data 498
14.2c Developing Bargaining Strategies and Tactics 498
14.2d Negotiating the Labor Agreement 499
14.2e Good-Faith Bargaining 499
14.2f Interest-Based Bargaining 499
14.2g Management and Union Power in Collective Bargaining 500
14.2h Resolving Bargaining Deadlocks 502

14.3 The Labor Agreement 502
14.3a The Issue of Management Rights 502

Highlights in HRM 6: Items in a Labor Agreement 503
14.3b Union Security Agreements 504

14.4 Administration of the Labor Agreement 504
14.4a Negotiated Grievance Procedures 504
14.4b Grievance Arbitration 504

14.5 Contemporary Challenges to Labor Organizations 506
14.5a Decrease in Union Membership 506
14.5b Globalization and Technological Change 507

Summary 508

Key Terms 509

Discussion Questions 509

HRM Experience: Learn about Unions 510

Case Study 1: The New Union Battles: Public Unions vs.
Rich World Governments 510

Case Study 2: The Arbitration Case of Jesse Stansky 511

Notes and References 513

Part 6 Expanding Human Resources Management Horizons
Chapter 15 International Human Resources Management 515

15.1 Analyzing Your International Environment 516
15.1a Political Factors 517
15.1b Economic Factors 517
15.1c Sociocultural Factors 518
15.1d Technological Factors 519
15.1e Analyzing Your International Operations 520

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15.2 Managing Your International Operations 522
15.2a Recruiting Internationally 524
15.2b Selecting Employees Internationally 527

Highlights in HRM 1: Skills of Expatriate Managers 529
15.2c Training and Development 530
15.2d Content of Training Programs 531

Highlights in HRM 2: Nonverbal Communications in Different Cultures 533

Highlights in HRM 3: Repatriation Checklist 537

15.3 Compensation 538
15.3a Compensation of Host-Country Employees 538
15.3b Compensation of Host-Country Managers 540
15.3c Compensation of Expatriate Managers 541
15.3d Performance Appraisal 542

15.4 Analyzing the International Labor Environment 545
15.4a Collective Bargaining in Other Countries 546
15.4b International Labor Organizations 547
15.4c Labor Participation in Management 548

Summary 548

Key Terms 549

Discussion Questions 549

HRM Experience: An American (Expatriate) in Paris 550

Case Study 1: How about a 900 Percent Raise? 550

Case Study 2: A “Turnaround” Repatriate Plan: U.S. Company Moves Indian
Workers Back Home 551

Notes and References 552

Chapter 16 Implementing HR Strategy: High-Performance Work
Systems 556

16.1 Fundamental Principles 558
16.1a Egalitarianism and Engagement 559
16.1b Shared Information and Trust 560
16.1c Knowledge Development 561
16.1d Performance-Reward Linkage …