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Strategic Human Resource Management 5th Edition Ebook PDF
Strategic Human Resource Management 5th Edition Ebook PDF
Fifth Edition
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Contents | vii
Part two
Implementation of Strategic Human Resource Management
8 Staffing 267
Recruiting 268
Temporary Versus Permanent Employees 268
Internal Versus External Recruiting 269
When and How Extensively to Recruit 271
Methods of Recruiting 272
Selection 278
Interviewing 279
Testing 282
References and Background Checks 286
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viii | Contents
11 Compensation 357
Equity 358
Internal Equity 361
External Equity 365
Individual Equity 366
Legal Issues in Compensation 369
Executive Compensation 372
Conclusion 373 / Critical Thinking 374 / Exercises 374 / Chapter References 375
READING 11.1: Exposing Pay Secrecy 376
READING 11.2: The Development of a Pay-for-Performance Appraisal System for
Municipal Agencies: A Case Study 390
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Contents | ix
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PR EFAC E
Since the publication of the fourth edition of this text, heightened attention continues to be shown
and greater appreciation paid toward the value of strategic human resource management in orga-
nizations. Boards of directors, business owners, stockholders, and senior executives are gaining a
greater understanding of the relationship between HR and organizational, market, and financial
performance as cutting-edge research illustrates the connection between HR practices and firm
performance.
Scholarly HR-related publications continue to thrive, while practitioner-oriented management
publications—traditionally dominated by articles focused on marketing and finance—are publishing
an increasingly significant number of articles on human resource management, particularly strategic
aspects of HR. Within the academy, there continues to be a significant increase in the number of HR-
related articles in journals focused on general management and even those related to strategy. No
longer is HR simply relegated to specialized journals that deal with HR. This significant movement
toward the publication of more HR-focused articles in both the general management academic and
practitioner literatures illustrates clearly that executives are realizing the role HR plays in an orga-
nization’s success as well as the fact that HR is a general management responsibility and its effective
practice a key to successful operating results.
Also since the publication of the fourth edition, the resources that are available to those of us
who teach have greatly expanded. The Society for Human Resource Management, the world’s largest
HR professional association, has continued to develop programs and materials to support HR educa-
tion which include (1) curriculum guidebooks and templates for both undergraduate and graduate
programs; (2) dozens of cases and learning modules to assist with course design and delivery; and
(3) a significant database of the latest research and position papers on critical issues in strategic HR,
which allow instructors to remain very current on trends, best practices, and legislative and court
activity. Much of this material is available to nonmembers at the SHRM Web site, www.shrm.org. In
addition, the Journal of Human Resources Education (JHRE), continues to publish exciting original
work that supports HR education.
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Preface | xi
Chapter Features
All chapters contain the following:
• an opening “in practice” vignette featuring a well-known organization to introduce the chap-
ter topic as well as numerous additional vignettes within each chapter that illustrate pertinent
chapter concepts
• carefully selected readings that are integrated within the text discussion
• end-of-chapter discussion questions and exercises designed to apply chapter content and facili-
tate discussion of issues
Instructor’s Resources
Also available are an Instructor’s Manual and PowerPoint slides to accompany the book which were
prepared by the author. They can be accessed by visiting www.cengage.com/login. The Instructor’s
Manual includes chapter outlines, answers to end-of-chapter content, and suggested topics for stu-
dent papers, while the PowerPoint slides offer all main text concepts to encourage classroom discus-
sion and classroom engagement.
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xii | Preface
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ABO U T T HE AU T H O R
Jeffrey A. Mello
Rhode Island College
Jeffrey A. Mello is Dean of the School of Business and Professor of Management at Rhode Island
C ollege. He previously held faculty and administrative positions at Barry University, Towson
University, the George Washington University, the University of California at Berkeley, Golden Gate
University, and Northeastern University, from where he received his Ph.D. He has been a recipient
of the David L. Bradford Outstanding Educator Award, presented by the Organizational Behavior
Teaching Society, and has received international, national, and institutional awards for his research,
teaching, and service. He has authored six books and published more than 100 book chapters, jour-
nal articles, and conference papers in journals such as the JOURNAL OF BUSINESS ETHICS, BUSI-
NESS HORIZONS, INTERNATIONAL JOURNAL OF PUBLIC ADMINISTRATION, BUSINESS
& SOCIETY REVIEW, JOURNAL OF EMPLOYMENT DISCRIMINATION LAW, SETON HALL
LEGISLATIVE JOURNAL, JOURNAL OF INDIVIDUAL EMPLOYMENT RIGHTS, PUBLIC PER-
SONNEL MANAGEMENT, EMPLOYEE RESPONSIBILITIES AND RIGHTS JOURNAL, LABOR
LAW JOURNAL, JOURNAL OF LAW AND BUSINESS, and the JOURNAL OF MANAGEMENT
EDUCATION. He has served as an editor for the JOURNAL OF MANAGEMENT EDUCATION,
JOURNAL OF LEGAL STUDIES EDUCATION, and EMPLOYEE RESPONSIBILITIES AND
RIGHTS JOURNAL as well as on numerous editorial boards. He is a member of the Academy of
Legal Studies in Business, Organizational Behavior Teaching Society, Society for Human Resource
Management, and Academy of Management.
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xiii
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
The Context of Strategic Human
Resource Management
PA R
T 1
Chapter 1
An Investment Perspective of Human Resource
Management
Chapter 2
Social Responsibility and Human Resource
Management
Chapter 3
Strategic Management
Chapter 4
The Evolving/Strategic Role of Human Resource
Management
Chapter 5
Strategic Workforce Planning
Chapter 6
Design and Redesign of Work Systems
Chapter 7
Employment Law
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
C hapter 1
An Investment Perspective of
Human Resource Management
LEARNING
OBJECTIVES Human Resources at Nordstrom
• Understand the sources of How can a retailer gain a competitive advantage in a cut-throat marketplace?
employee value Middle- and high-end retailers generally locate in close proximity to each other
• Gain an appreciation of the and often carry similar—but not identical—merchandise. Consequently, their
importance of human capital sales and profit margins are usually in tandem. Nordstrom, however, has consis-
and how it can be measured tently produced above-industry-average profits and continues to be profitable
and analyzed when its competitors’ profits are falling or flat.
• Understand how competitive The key to Nordstrom’s success lies with the different way it manages its
advantage can be achieved employees. Sales employees are known as “associates” and considered the orga-
through investment in nization’s most valuable asset. The company’s success is rooted in its strategy
employees of providing superlative customer service. Associates are encouraged to act as
entrepreneurs and build strong personal relationships with customers, or “clients.”
• Gain an appreciation of
In fact, many clients shop only with a particular Nordstrom associate and call in
metrics, their measures, and
advance to determine the associates’ schedules or to make appointments.
their usefulness
Nordstrom’s strategy involves a heavy investment in the organization’s sales
• Understand how metrics force. Nordstrom provides associates with extensive training on merchandising
relate to analytics and how and product lines and offers high compensation. Its commitment to its employees
HR analytics are used in is evident from the fact that the company’s organization chart is depicted inverse
organizations from that of a traditional retailer. Associates are at the highest level on the chart,
• Understand the obstacles that followed by department and merchandise managers and, finally, executives. This
prevent organizations from depiction cements the organization’s philosophy that the customer is king. All
investing in their employees efforts of senior-, middle-, and lower-level managers should support the efforts of
the sales force.
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
4 Part 1 The Context of Strategic Human Resource Management
E
ffective organizations are increasingly realizing that of the varied factors that contribute to per-
formance, the human element is clearly the most critical. Regardless of the size or nature of an
organization, the activities it undertakes, and the environment in which it operates, its success
is determined by the decisions its employees make and the behaviors in which they engage. Manag-
ers at all levels in organizations are becoming increasingly aware that a critical source of competi-
tive advantage often comes not from having the most ingenious product design or service, the best
marketing strategy, state-of-the-art technology, or the most savvy financial management but from
having the appropriate systems for attracting, motivating, and managing the organizations’ human
resources (HR).
Adopting a strategic view of HR, in large part, involves considering employees as human
“assets” and developing appropriate policies and programs as investments in these assets to increase
their value to the organization and the marketplace. The characterization of employees as human
assets can have a chilling effect on those who find the term derogatory because of its connotation
that employees are to be considered “property.” However, the characterization of employees as assets
is fitting, considering what an asset actually is: something of value and worth. Effective organizations
realize that their employees do have value, much as the organization’s physical and capital assets have
value. Exhibit 1.1 illustrates some of the value employees bring to an organization.
EXHIBIT 1.1
Sources of Employee Value
Technical Knowledge
• Markets • Customers
• Processes • Environment
Motivation
• Job satisfaction
• Challenging work
• Perceived “fit” with organization
Commitment
• Belief in mission • Engagement
Teamwork
• Interpersonal skills
• Leadership ability
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Chapter 1 An Investment Perspective of Human Resource Management 5
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6 Part 1 The Context of Strategic Human Resource Management
Valuation of Assets
Five major kinds of assets or capital that organizations can leverage to aid in performance and
add value to operations are financial assets/capital, physical assets/capital, market assets/capital,
operational assets/capital, and human assets/capital, as shown in Exhibit 1.2. Financial assets/
capital include equity, securities and investments, and accounts receivable. Physical assets/capital
include plant, land, equipment, and raw materials. Market assets/capital include goodwill, brand-
ing, customer loyalty, distribution networks, product lines and patents, trademarks, and copyrights.
Operational assets/capital include management practices, the structure of work, and the use of tech-
nology. Human assets/capital include employee education levels, knowledge, skills, competencies,
work habits and motivation, and relationships with coworkers, customers, suppliers, regulators,
and lenders.
Financial and physical assets/capital are relatively easy to measure via accounting practices.
Most of these assets are tangible and have some clear market value. Market and operational assets/
capital are a bit more challenging to measure, but accounting practices have been developed that
can place a general subjective value on such assets. Human assets/capital, however, are very diffi-
cult to measure; attempts to do so are at the forefront of current research being conducted in HR
management.
A direct result of this difficulty in measuring human assets is that the valuation of current and
future human assets is often ignored from consideration when organizations are facing economic
and financial challenges. The media and financial markets usually respond favorably when decision
makers announce restructurings or right-sizing initiatives, which reduce the size of the organization’s
workforce, allowing it to reduce short-term costs. Such actions, however, involve the loss of human
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Chapter 1 An Investment Perspective of Human Resource Management 7
assets, which have value to the organization, often without consideration of the long-term impact of
such losses on the organization’s ability to regain its position in the marketplace. Effective manage-
ment recognizes that the organization’s survival and renewal require the right size and mix of human
capital and balances short-term needs to reduce or restructure costs with a clear strategy for the
future. The key issue organizations face here is how to leverage the value of the organization’s human
assets for the good of the organization in the immediate, short, and long term.
EXHIBIT 1.2
Types of Organizational Assests/Capital
Ease of
measurement
Easier Examples
• Financial • equity
• securities and investments
• accounts receivable
• Physical • plant
• land
• equipment
• raw materials
• Market • goodwill
• branding
• customer loyalty
• product line
• distribution networks
• patents, trademarks, copyrights
• Human • education
• knowledge
• skills
• competencies
• work habits and motivation
• personal relationships
More difficult
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8 Part 1 The Context of Strategic Human Resource Management
integrated, strategically focused HR practices were directly related to profitability and market
value.3 A recent study by Watson Wyatt Worldwide found that the primary reason for organiza-
tional profitability is the effective management of human capital. This involves, in part, provid-
ing employees with rewards that are commensurate with their contributions and ensuring that
investments in employees are not lost to competitors by actively managing employee retention.4
Another study found that effective, integrated management of human capital can result in up
to a 47 percent increase in market value.5 A landmark study conducted by Becker, Huselid, and
Ulrich that examined a variety of HR management quality indices found that the top 10 percent
of organizations studied enjoyed a 391 percent return on investment (ROI) in the management of
their human capital.6
Extending these findings, Dyer and Reeves attempted to define what can be called the HR
“value chain.”7 They argued that performance could be measured via four different sets of out-
comes: employee, operational, financial and accounting, and market-based. More importantly, they
proposed that these sets of outcomes had a sequential cause-and-effect relationship, as indicated in
Exhibit 1.3. Each outcome fueled success in a subsequent outcome, establishing a causal link between
HR practices and an organization’s market value.
Given this proven link between integrated and strategic HR practices and bottom-line per-
formance, HR practitioners have been faced with the task of developing appropriate HR met-
rics, which specifically illustrate the value of HR practices and activities, particularly relative
to accounting profits and market valuation of the organization. This task has proven to be far
more complex than anticipated, given the difficulties of measuring human assets/capital. One
study concluded that 90 percent of Fortune 500 organizations in the United States, Canada, and
Europe evaluate their HR operations on the basis of three rather limited metrics: employee reten-
tion and turnover, corporate morale and employee satisfaction, and HR expense as a percentage of
operational expenses.8 Such “staffing metrics” simply document the extent to which HR performs
traditional job functions without necessarily illustrating how HR impacts company profits and
shareholder value. Moreover, a focus on such staffing metrics involves a demonstration of how
employees can be treated as expenses rather than as assets that can be managed, invested in, and
leveraged for profit.
EXHIBIT 1.3
HR Value Chain
• attitudes • productivity
• behavior • quality • expenses • stock price
• commitment • customer • revenues • valuation/
• engagement satisfaction • profitability capitalization
and loyalty
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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, rela-
tive 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 value-laden, subjective,
expensive—and, hence, ignored.
Given the complex nature of measuring human assets/capital and return on such investments,
where does an organization begin in assuming such an undertaking? One helpful model has been
developed by Mercer, which can allow those concerned with measuring HR performance and docu-
menting the value added by specific initiatives to demonstrate to senior management the value added
and bottom-line impact.11 This model involves six steps: (1) identify a specific business problem that
HR can impact; (2) calculate the actual cost of the problem to the organization; (3) choose a HR solu-
tion that addresses all or part of the problem; (4) calculate the cost of the solution; (5) 6 to 24 months
after implementation, calculate the value of the improvement for the organization; and (6) calculate
the specific ROI metric.
One caveat should be obvious from not only Mercer’s approach but also that currently being
employed at Dow Chemical. Unlike the returns on other types of assets/capital, the ROI in human
assets/capital are often not realized until some point in the future. Key decision makers need to be
patient in waiting for these results, and HR also needs to subsequently take interim measures and
provide status reports to senior management that illustrate preliminary beneficial results. HR needs
to move away from mere data collection, however, and perform more comprehensive analysis of per-
formance measures that relate to the critical metrics for which operating divisions are held account-
able. Toward this end, HR needs to partner with chief financial officers to understand the language of
investment and asset management. If HR continues to be seen as a cost center, it will be the primary
target during cost-cutting operations, given that labor is the primary cost incurred in the service-
and information-intensive sectors, which are fueling the growth in our economy. One study places
the relative expenses for human capital as high as 70 percent of overall expenditures.12 Hence, the
challenge for HR is to provide senior management with value-added human capital investments
backed by solid and meaningful financial metrics.
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10 Part 1 The Context of Strategic Human Resource Management
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femme, abandonne Olympie. — Roger reçoit
l’hippogriffe des mains de Logistilla qui lui apprend à le
conduire. Il descend avec lui en Angleterre, où il voit le
rassemblement des troupes destinées à porter secours
à Charles. En passant en Irlande, il aperçoit dans l’île
d’Ébude Angélique enchaînée à un rocher pour être
dévorée par l’orque. Il abat le monstre, prend la jeune
fille en croupe, et descend avec elle sur le rivage de la
Basse-Bretagne.
Chant XI. — Angélique échappe à Roger au moyen de
l’anneau enchanté, et se réfugie dans la demeure d’un
pasteur. Roger, allant à sa recherche, voit un géant
enlever une dame qui lui paraît être Bradamante. —
Olympie, abandonnée par Birène et prise par des
corsaires, est exposée dans l’île d’Ébude à la voracité
du monstre marin. Roland la délivre. Survient Obert,
roi d’Irlande, qui devient amoureux d’Olympie et la
prend pour femme, après avoir enlevé à Birène ses
États et la vie. 219
Chant XII. — Roland, toujours à la recherche
d’Angélique, voit une femme qui lui ressemble dans les
bras d’Atlante, lequel, changé en chevalier, paraît
l’emporter. En le poursuivant, Roland parvient à un
palais enchanté, où arrive également Roger qui court
après celui qu’il prend pour le ravisseur de
Bradamante. Angélique y arrive, elle aussi, et y trouve
Roland, Sacripant, Ferragus, Gradasse et d’autres
guerriers. Une querelle s’élève à son sujet entre
quelques-uns d’entre eux, ce qui procure à Ferragus
l’occasion de s’emparer du casque de Roland.
Angélique se dirige vers le Levant, et trouve dans un
bois un jeune homme mortellement blessé. — Roland
va vers Paris et détruit deux troupes de Maures. Plus
loin il découvre un repaire de malandrins qui retiennent
Isabelle prisonnière. 240
Chant XIII. — Isabelle raconte à Roland ses malheurs. 264
Surviennent les malandrins habitants de la caverne.
Roland les tue tous, puis il part emmenant Isabelle. —
Bradamante apprend de Mélisse que Roger est tombé
au pouvoir du vieux magicien. Elle va pour le délivrer
et reste prise dans son propre enchantement. —
Digression élogieuse de Mélisse sur les femmes
appartenant à la maison d’Este.
Chant XIV. — L’armée des païens s’étant rassemblée, on
constate l’absence des deux troupes détruites par
Roland. Mandricard, courant sur les traces du paladin,
rencontre Doralice, fille du roi de Grenade, qui s’en va
épouser Rodomont, roi de Sarze. Il tue le cortège,
emmène Doralice avec lui et en fait sa femme. Les
Maures donnent l’assaut à Paris. 284
Notes 319
NOTES DU TRANSCRIPTEUR
Les notes numérotées de [1] à [15] sont les notes de
bas de page de la préface. On a numéroté de [16] à [67]
les notes en fin de volume, qui ne présentent dans l’original
ni numérotation ni renvoi depuis le corps du texte.
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