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2
Chapter 1: Human Resource Management in Organizations
Igloo brand achieves its competitive advantage through the contribution of its employees.
The CEO, Mark Parrish, adopted a servant leadership approach that focuses on building
trust, withholding judgment, creating a dialogue, empowering employees, and instituting a
culture of collective success. The company measures that collective success in four areas
(in this order): people, quality, service, and cost. Igloo commits to its employees, who
return that commitment through their personal dedication to the company’s success.
Despite the obvious differences between large and small organizations, the same HR
activities must take place in every firm.
Larger organizations frequently have people who specialize in managing employees,
and these professionals are organized into an HR function or department.
HR departments have been viewed both positively and negatively by managers and
employees.
Discussion Starter: Ask students how an HR department can foster a positive image.
The need for HR increases as an organization grows until it evolves into a distinct function
with specialists assigned to specific duties.
The HR department at Popeyes has grown and changed over time to meet the company’s needs
and focus on corporate strategy. Today, the department handles more issues than it ever has.
Servant leadership requires leaders to believe that the needs of the company and the employees
outweigh their own concerns. Although the HR personnel face challenges, corporate
expectations are high.
1. Given the issues at Popeyes, how would you redesign an HR department in any
organization to better tackle a company’s needs?
Students’ answers will vary. They should determine the company’s needs before
changing the HR department’s organization.
Students’ answers will vary. They should consider technology that automates applicant
tracking, facilitates reporting, and analyzes HR data. Tools such as online surveys that
can provide details on the effectiveness of the HR processes can also be included. Care
should be taken to balance technology and more personal ways to work with employees
in multinational operations.
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
3
Chapter 1: Human Resource Management in Organizations
A core competency is a unique capability that creates high value for a company.
Many organizations have identified that their HR practices differentiate them from their
competitors and that HR is a key determinant of competitive advantage.
Productivity is a measure of the quantity and quality of work done, considering the cost
of the resources used.
A useful way to measure the productivity of human resources is to consider unit labor
cost, which is computed by dividing the average cost of workers by their average levels
of output.
Teaching Tip: Figure 1-3 identifies four ways to increase organizational productivity and
reduce unit labor costs: organizational restructuring, redesigning work, aligning HR activities,
and outsourcing analysis.
In addition to productivity, both customer service and quality efforts can significantly
affect organizational effectiveness, making them key areas that HR can emphasize when
developing employees as core competencies.
Innovation is the process whereby new ideas are generated that create value for an
organization.
Organizational culture consists of the shared values and beliefs that give members of
an organization meaning and provide them with rules for behavior.
o Culture often requires considerable time to develop, but once it is established, it is
relatively constant and enduring over time.
Discussion Starter: Ask students to describe the culture at different local or national
companies. For example, some companies have reputations for being fun places to work.
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4
Chapter 1: Human Resource Management in Organizations
The HR department can help the company create positive organizational health to
motivate employees and inspire customer loyalty. HR professionals function as
leaders by developing policies, such as management development, performance
feedback, and fair rewards.
1. How would you determine the current state of the organization’s health?
Students’ answers will vary. They should consider the characteristics of a healthy
organization and the different factors that affect an organization’s health.
2. What are some of the talking points you might use to encourage top leaders to invest
in HR efforts that would improve the health of the organization? What evidence
would you point out to show the value of having a healthy organization?
Students’ answers will vary. Some talking points could be the issues that deserve the
most attention—increased profit for a for-profit company or meeting an
organization’s mission goals for a nonprofit organization. Increased employee
motivation and customer loyalty could be evidence that can be used to show the value
of having a healthy organization.
HR management involves designing the formal systems that are used to manage people in
an organization.
The HR function is typically categorized into the following seven interlocking
subfunctions:
o Strategy and planning
o Equal employment opportunity
o Talent acquisition
o Talent management
o Total rewards
o Risk management and worker protection
o Employee and labor relations.
In each organization, the seven subfunctions are carried out in that firm’s unique format
that is influenced by internal and external forces.
o The external forces are as follows: global, environmental, cultural or geographic,
political, social, legal, economic, and technological.
Teaching Tip: Use Figure 1-4 to help students visualize the relationship between HR functions
and the external factors that affect them. Explain to students that each of the seven HR functions
is covered in the forthcoming chapters.
If an organization has a formal HR department or group, there are typically the following
three different roles these individuals might play in the organization.
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
5
Chapter 1: Human Resource Management in Organizations
HR personnel are often viewed as employee advocates because they must effectively
balance the needs of employees with the needs of organizations.
The operational role requires the HR function to cooperate with various managers and
identify and implement needed programs and policies in the organization.
Teaching Tip: Use Figure 1-5 to explain that the strategic role has been growing over time
and will continue to become more important in HR departments of the future.
Discussion Starter: Survey the students in the class to determine the most popular industries
for work. Compare the results to the industries represented by the occupations in Figure 1-6.
Various regions of the United States and different industries face significant workforce
shortages because of an inadequate supply of workers with the skills needed to perform
emerging jobs.
1-5b. Globalization
The globalization of business has shifted from trade and investment to the integration of
global operations, management, and strategic alliances, which has significantly affected
how human resources are managed.
Although individual companies do not respond to all HR challenges in exactly the same
way, research suggests that all must face and overcome a common set of difficulties
when an organization has a global presence.
o The areas of difficulties are as follows: strategy, people, complexity, and risk.
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
6
Chapter 1: Human Resource Management in Organizations
The U.S. workforce is more diverse racially and ethnically, has more women in it than
ever before, and has older workers.
Many organizations are replacing some of their aging HR software with new technology
that automates applicant tracking, facilitates reporting, and analyzes HR data.
The growth of the Internet has led to the creation of numerous platforms in which
individuals can interact.
o Social media, online communities where users create and share content and
participate in networking, has grown exponentially in the past decade.
o Figure 1-7 provides data on the number of users for different popular social media
websites for the year 2017.
Discussion Starter: Discuss how information released to the public can affect a company’s
actions. For example, an employee’s comment to a group of friends is released on social
media and results in the termination of the employee.
Closely linked with the strategic role of HR is the way managers and HR staff influence
the ethics of employees, as well as the ethical practices of organizations as a whole.
Violating HR protocols can lead to negative organizational and individual consequences,
while institutionalizing ethical practices can prompt many positive outcomes, as shown in
Figure 1-8.
When the following programs exist, an ethical culture often develops, and ethical
behavior is encouraged:
o Written code of ethics and standards of conduct
o Training on ethical behavior
o Advice to employees on ethical situations they face
o Systems for confidential reporting of ethical misconduct or questionable behavior
o Public recognition and commendation when employees behave ethically
2. What would you recommend to an HR professional whose superior has asked him or her
to comply with a request to act unethically?
Students’ answers will vary. The question can be used to have a discussion or a debate
in the class.
Variations in legal, political, and cultural values and practices in different countries
often raise ethical issues for global employers that must comply with both their home-
country laws and the laws of other countries.
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7
Chapter 1: Human Resource Management in Organizations
While most HR professionals are not trained as attorneys, there is a greater expectation that
HR will serve a role as corporate conscience, helping the organization to avoid legal and
ethical problems. Ensuring that compliance programs go beyond mandated requirements and
reflect corporate values makes these programs more meaningful to employees and more
sustainable. Unlike black-and-white legal compliance questions, ethical dilemmas are often
more complex and rely on a philosophical approach rather than a compliance mindset.
Having a code of conduct and ethics policy in place and consistently enforcing them are keys
to setting a tone within the organization where employees are clear on how they should
behave when working on the company’s behalf.
1. How can HR staff ensure that top leaders are held to the same standards of behavior as
line employees? What would you recommend HR staff do to demonstrate consistent
enforcement and application of these standards?
Students’ answers will vary. They should consider the enforcement of a thorough code
of conduct and ethics policy that will be applicable to all the individuals that are a
part of the organization, irrespective of the hierarchy. HR staff can conduct frequent
sessions on issues such as bribery, sexual indiscretions, insider trading, negligence, and
misbehavior. This will create an awareness among employees on what is happening
around them. HR staff can also incorporate ethics training.
HR management plays a key role as the keeper and voice of organizational ethics.
o Figure 1-9 identifies some of the most frequently encountered ethical misconduct
that involve HR activities.
To help HR staff members deal with ethical issues, the Society for Human Resource
Management (SHRM) has developed a code of ethics for its members and provides
information on handling ethical issues and policies.
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
8
Chapter 1: Human Resource Management in Organizations
Culture can facilitate high employee job performance. Excellent ideas can be enhanced by
a culture that is compatible with the needs of the business. This is how culture can be used
to create a competitive advantage.
Culture affects service and quality, organizational productivity, and financial results.
From a critical perspective, it is the culture of a company that affects the attraction and
retention of competent employees. Aligning the culture with what management is trying to
accomplish also determines the health of an organization by creating an environment that
capitalizes on human capital strengths.
2. Give some examples of ethical issues that you have experienced in jobs and explain how
HR did or did not help resolve them.
Students’ answers will vary. They might give examples that include illegal activities, such
as employee theft, or other activities, such as favoritism or dishonesty. Whether HR helped
to resolve such activities will vary based on the examples and the organizations.
In for-profit companies, the HR group can develop policies that place the right people in
the right jobs at the right times to ensure that goals are being met. In not-for-profit
organizations, such as governmental and social service entities, HR leaders can manage
employees in a business-like manner to accomplish other functional goals. Overall, instead
of just understanding HR issues and concerns, HR staff should have a broad business focus
to help companies reach their strategic goals.
4. Assume you are an HR Director with a staff of seven people. A departmental objective is
for all staff members to become professionally certified within a year. Using the Internet
resources of HR associations, such as www.shrm.org and www.WorldatWork.org, develop
a table that identifies four to six certifications that could be obtained by your staff members
and show the important details for each certification.
Students’ answers will vary depending on the certifications selected. Details of the
certification can include the name of the organization, the name of the certificate, the
requirements, the certification process, and the relevant web address for more information.
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
9
Chapter 1: Human Resource Management in Organizations
5. Your company, a growing firm in the financial services industry, is extremely sensitive to
the issues surrounding business ethics. The company wants to be proactive in developing a
business ethics training program for all employees, both to ensure the company’s
reputation as an ethical organization in the community and to help maintain the industry’s
high standards. As the HR Director and someone who values the importance of having all
employees trained in the area of business ethics, you are in charge of developing the ethics
training program. It needs to be a basic program that can be presented to all employees in
the company. Resources for business ethics information can be found at www.business-
ethics.org/.
A. What legislative act prompted many U.S. companies to develop internal ethical
policies and procedures?
The Sarbanes-Oxley Act (SOX) was passed in 2002 by Congress to make certain that
publicly traded companies follow accounting controls that could reduce the
likelihood of illegal and unethical behaviors.
B. What are key concepts related to business ethics that should be considered in the
development of the ethics training program?
When the following programs exist, an ethical culture often develops, and ethical
behavior is encouraged:
A written code of ethics and standards of conduct
Training on ethical behavior for all executives, managers, and employees
Advice to employees on ethical situations they face, often given by HR
Systems for confidential reporting of ethical misconduct or questionable
behavior
Wells Fargo Bank pressured employees to cross-sell products to customers by setting unrealistic
sales targets for each employee, which resulted in an outbreak of rampant fraudulent activities in
the organization in an attempt to meet those targets.
1. How did the culture at Wells Fargo become so focused on growing sales through cross-
selling? What might be done in the future to reduce the reliance on single outcomes for
rewarding employees?
Students’ answers will vary. Students might say that it was primarily the "win at all costs"
attitude endorsed by the organization, cutthroat competition, and the hunger for financial
rewards that oriented the organizational culture to focus singularly on cross-selling.
Students may further suggest that the HR department recognize other employee
contributions apart from sales, revise incentive plans, and also incorporate intrinsic
rewards, such as professional growth, that would be longer-lasting and more fulfilling for
employees than extrinsic monetary rewards.
2. What steps should an employee take when faced with coworkers who are acting
unethically in order to meet performance objectives? How could HR be informed and
asked to help remedy such situations?
Students’ answers will vary. Some students may suggest that the employee first assess the
situation and try to find out if the unethical behavior violates any laws or government
codes. The employee should also evaluate if the unethical behavior violates organizational
and professional standards of conduct. The employee should also analyze if the unethical
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
10
Chapter 1: Human Resource Management in Organizations
behavior stems from a fault in management's planning or from the inherent nature of
coworkers to engage in malpractice. Students may also ask the employee to speak to the
appropriate people in the organization, especially HR personnel, about their ethics
concerns. Students may also say that, in such situations, HR should be cooperative and, as
a preventive measure, set up a strong code of conduct and ethics policy and enforce them
at all levels of the organization without bias.
Supplemental Cases
This case describes a company that uses strategic training initiatives such as experiential and
informal learning to ensure that its employees master important competencies and skills. The
company’s use of apprenticeships and technology approaches deliver content in user-friendly
ways to engage employees. (For the case, visit MindTap® at www.cengage.com/login.)
1. How did the Water Quality Association’s use of technology help enhance how employees
acquired important work competencies? Can you think of any other mobile technology
applications that might be used to enhance WQA’s learning activities?
Students’ answers will vary. They should consider the value of reinforcing skills, tracking
progress, rewarding activity completion, and the use of mobile technology in training.
Suggestions for additional mobile technology applications will vary. One example could be
a “help desk” that is available via mobile technology that suggests troubleshooting
techniques for employees who go to customer sites.
2. What is your opinion of Apprenticeship 3.0? Is it an approach that you would consider
using as an HR manager, or does it need further development?
Students’ answers will vary. A drawback could be the lack of interaction with another
person, which could hamper an employee who learns best through interaction with other
people rather than technology.
This case describes a company that must reduce its workforce due to the 2008 global recession.
The approach used was global in nature, and downsizing efforts were highly coordinated and
consistent across all areas of the business. (For the case, visit MindTap® at
www.cengage.com/login.)
1. How did Rio Tinto’s revamping of HR help with minimizing the potential problems with
the reduction in force? What role would an HRIS (also called a Human Resource
Information System) have to play in managing an RIF?
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
11
Chapter 1: Human Resource Management in Organizations
HRIS would play a very important role in the event of downsizing. The presence of HRIS
improves the efficiency with which the data on employees and HR activities are compiled.
It would help the HR department to administrate efficiently and communicate quickly to the
employees. Also, while planning an RIF, strategic HR planning is required to carry out the
downsizing ethically and to avoid facing any legal challenges later, for example,
discrimination. Having accessible data enables HR planning and managerial decision
making to be based to a greater degree on information rather than relying on managerial
perceptions and intuition, making it more effective.
2. Without a consistent philosophy, policies, and approaches to reduction in force (or any
other disruptions in the future) what would the likely reactions from employees be?
When a company is downsized without proper plans, philosophy, and policies in place, it
might lead to increased workloads and loss of loyalty, morale, and motivation among the
remaining employees. Employees who have been terminated may deem their termination
unfair and unethical and may form a bad opinion about the company.
Phillips Furniture
This case describes a small company that has grown large enough to need a full-time HR person.
You have been selected to be the HR Manager, and you have to decide what HR activities are
needed and the role HR is to play. (For the case, visit MindTap® at www.cengage.com/login.)
1. On what activities would you tell Mr. Phillips you intend to focus? Why?
Answers may vary. The issue that needs the most attention is the human capital of the
organization. Not having enough quality workers is one of the major problems facing small
US businesses. Employees must be fit into the right job, trained, and given feedback if they
are to do well. Because there are multiple Philip Furniture stores, care must be taken to
see that inventory matters are properly taken care of, and good customer service should be
provided to earn future customers and retain current customers. The main tasks are
recruiting and training workers to drive up the sales and maintain proper inventory
control to keep the business running smoothly.
Answers may vary. Because Mr. Phillips has also gained control of Martin Furniture, it is
imperative to see that the transition of the employees from Martin Furniture to Phillips
Furniture is a smooth one. Proper and adequate training should be provided to help them
transition easily and adapt the culture at Phillips Furniture.
Comments
This case is quite useful in illustrating that personnel management is important in both small
organizations and large corporations. A student should recognize that the interface concept
emphasizes the need for the newly appointed personnel manager and the more experienced
operating managers to cooperate. A younger and newer person would have to identify the
appropriate “division” of personnel responsibilities that would be consistent with maintaining the
cooperation and support of the other managers in the firm.
Identification of the correct state of personnel activities in each of the seven interfaces would be
mandatory before definite actions and changes could be initiated. Winning acceptance as a
valuable aide, not an adversary, would be critical if future problems are to be minimized.
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
12
Chapter 1: Human Resource Management in Organizations
Sysco
Large food services and distribution firm Sysco had to revise its HR management. Review this
case and identify how the changes at Sysco modified HR’s importance. (For the case, visit
MindTap® at www.cengage.com/login.)
1. How does the market-driven approach illustrate that HR has strategic, operational, and
administrative roles at Sysco?
The administrative role is heavily oriented to processing and record keeping. When
Sysco’s HR staff enters data into the Virtual Resource Center (VRC) and when they use
technology to calculate cost/benefit analyses, they are performing the administrative role.
The operational role emphasizes support for executives, managers, and employees when
addressing and resolving HR problems and issues. When Sysco’s corporate HR identified
ways it could assist regional operations, and then developed programs and services that
met regional needs, they were performing the operational role. Sysco’s HR was also
performing the operational role when they worked with the operational managers of the
warehouse workers and the truck and delivery drivers to reduce turnover in those
operational areas.
The strategic role focuses on the long-term implications of HR issues and is closely linked
to the strategic plans of the organization. When Sysco’s corporate HR conducts workplace
climate surveys of employees, they are involved in scanning the internal environment to
provide data to help upper-level managers make strategic decisions.
The types of HR changes that could have affected reductions in workers’ compensation
expenses, employee turnover, and increases in customer satisfaction include:
Collection of better data to track workers’ compensation claims
Improvement in safety training to reduce workers’ compensation claims
Better recruitment and selection to match the job to the worker
Better training and development efforts
Better employee relations that makes the employee feel valued by the organization
More competitive base pay and incentive programs
More effective orientation programs for new employees
This case describes HR’s role in the culture of three different companies. HR’s contribution to
organizational success in each case can be identified and further researched. (For the case, visit
MindTap® at www.cengage.com/login.)
1. How does the integration of HR with the organizational culture contribute to the success of
Google, Scripps, and UPS? To find ideas, go to the appropriate corporate website for each
of them and then search for additional insights.
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
13
Chapter 1: Human Resource Management in Organizations
UPS—HR at UPS is linked with business objectives and uses communication and intranet
programs to ensure employees are kept constantly informed on business objectives and
workforce challenges. HR also plays a major role in promoting corporate integrity.
Established codes of conduct are consistently reviewed with all employees and include
specific examples of actual potential situations employees may face.
2. Discuss how some of the culture facets mentioned compare to ones in employers you have
worked for and explain the difference in the views of those employers.
Students’ answers will vary but most students probably have not had a chance to work for
companies with the reputation of Google, Scripps, and UPS.
This short video will help reinforce key points and may prompt additional discussion from the
class.
1. What are the three roles typically assumed by Human Resource departments? Give an
example of how each of those roles is played out at Jet Blue.
At Jet Blue, HR plays an administrative role in the recruiting and selection process, by
keeping track of job applicants and their skills, knowledge, and abilities. This kind of
record keeping is crucial so that they can pick the correct people to hire as they are needed
to fill specific jobs. HR plays an operational role in handling performance management
and diversity. Employees and managers will often encounter issues in these areas that HR
can help to resolve. HR plays a strategic role in thinking about what kinds of employees
are needed to meet the needs of their customers. As LaToya Ingram points out, they try to
create an inclusive culture so that employees can perform really well and meet the needs of
customers effectively.
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
14
Chapter 1: Human Resource Management in Organizations
2. Employees are a core competency for many companies. How does Jet Blue manage their
human capital to become successful?
Lisa Borromeo, the Director of Brand Advertising and Market Planning at Jet Blue, says
that "Our business is such a commoditized business that the only way to really differentiate
us from our competitors is our people." Jet Blue manages their human capital by creating a
culture in which employees can thrive and customers will be happy. They hire diverse
employees to serve their diverse customers. They allow their employees to be individuals
and to use their specific strengths to perform their jobs at an optimal level instead of
requiring everyone to act in exactly the same way. Jet Blue helps their employees grow and
develop in several ways, including performance management reviews and a mentoring
program.
As Jet Blue becomes larger, it is harder to maintain their original culture. Captain Eric
Scott says, "I believe we are now at almost 16,000 crew members, you know, it takes more
effort to keep hold of who you are and, you know, what you stand for, because you have
that many more people who are responsible for keeping your branding culture alive, and as
it becomes more and more diverse, you know, you also have to help to kind of cultivate that
even more and more, so I do think it gets harder." Growth is an interesting challenge for
JetBlue because of their focus on diversity. On the one hand, the company is becoming
more diverse as it grows, but on the other hand, that diversity means more different
opinions about what the company should be. It is important to identify the key elements of
the culture that must be maintained and to know which elements can change as the
company grows.
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Another random document with
no related content on Scribd:
Así pasaba Mendino su
congojosa vida, huyendo de los
lugares donde de Elisa se trataba,
honrándola ó llorándola, porque
para ella y para él era este recato
de grande importancia, y así se
entretenía en sus cabañas con el
vaquero Coridón ó con Castalio
su primo lo más del tiempo, y esto
porque en amor no falte su
costumbre, que es haber siempre
quien de nuevo llore; Cardenio,
enamorado de Clori, perdió el
respeto á Castalio, que más que á
sí la quería, y la pidió en
casamiento, y el generoso padre
de ella, viendo la igualdad de los
dos ricos pastores en edad y
suerte, y que ambos le pedían y
ambos eran dignos, y á Castalio
heredero y á Cardenio heredado,
dió la palabra á Cardenio y dejó á
Castalio, de manera que estuvo
mil veces por darse la muerte. En
estos trances tan dolorosos se
pasó lo restante del invierno. No
os he dicho nada de Galafrón,
siendo mucho lo que hay que
decir; mas presto celebraremos el
sepulcro de Elisa, donde serán
sus lágrimas las mejores, porque
allí faltarán las de Mendino; y
ahora veréis que llega á la ribera
un galán cortesano en hábito de
pastor; Alfeo se llama, y con dolor
viene: tratemos dél, en tanto que
de Mendino y Castalio sus
recientes daños no nos dan lugar:
que tal vendrá, que los hallemos
más tratables, pues
ALFEO
Apartado de la vida
pago, viniendo á morir,
con la pena del partir
la culpa de la partida;
culpa que (si bien se apura)
procede en tal ocasión,
no por falta de razón,
mas por mengua de ventura.
Húyome de vos agora,
aunque decirlo es afrenta,
mas si vos quedáis contenta,
iré pagado, señora;
sin derramar más querellas,
que en su mayor fundamento
las ha de llevar el viento
y á mí la vida tras ellas.
Partíme de vos sin veros,
porque no puedan decirme
que fué possible partirme
y no lo fué enterneceros;
excusaré, mal mi grado,
el juzgar en la partida
á vos por desconocida
y á mí por desesperado.
No hay fortuna que
assegure
aquel que de vos se parte,
ni tiempo, razón ni arte
que por su salud procure;
y así á tan amarga suerte
no buscaré resistencia,
pues vos disteis la sentencia,
yo ejecutaré mi muerte.
No crece en esta jornada
la pena como el quereros,
que no es mayor mal no veros
que veros contino airada;
y pues iguala á la ausencia
lo que padezco presente,
no podrá llamarme ausente
quien no me lloró en
presencia.
Yo me huyo, y no me quejo,
porque no vengo conmigo,
perdonadme que os lo digo
por galardón de que os dejo;
y si os mostráredes servida
en partirme desta suerte,
podré decir que la muerte
me valió más que la vida.
Coged el fruto que ofrece
mi partida en mis enojos,
pues quita de vuestros ojos
lo que vuestra alma aborrece;
quedad satisfecha así,
que aunque soy el agraviado,
triunfaré como vengado
si sé vengaros de mí.
De este bien desconfiando,
mis males agradeciendo,
vuestro desdén conociendo,
de la vida no curando,
tal me voy á tierra extraña
á volverme en tierra poca
con vuestro nombre en la boca
y en el alma vuestra saña.
LICIO
¿De qué sirve, ojos serenos,
que no me miréis jamás?
De que yo padezca más,
mas no de que os quiera
menos.
Si el que con gusto moría,
queréis que rabiando muera,
aunque mudéis la manera,
firme está la fantasía:
de ira y gracia llenos
dais por un mismo compás
el mal de menos á más
y el favor de más á menos.
Si imagináis que dexarme
tan sin ley y sin razón
en mí ha de ser ocasión
para desaficionarme;
pues no bastan ser ajenos,
industrias son por demás,
antes el deseo es más
cuando la esperanza es
menos.
Podéis con desabrimiento
quitarme el verme y el veros,
mas no que por conoceros
no me agrade mi tormento;
ser tan hermosos y buenos
que lo dexáis todo atrás,
esto en mí siempre fué más
y lo demás todo menos.
Si por matar al amigo
no podéis ser alabados,
y os queréis ver disculpados
con todo el mundo y conmigo;
cuando huya de sus senos
el alma triste además,
miradme, y no pido más,
mas tampoco pido menos.
DINARDA Y LICIO
—¿Si Silvia se te desvía,
más la sigues?—Hago bien.
—Morirás por ello.—Amén;
quizá la contentaría.
—Pon más consideración
en tan confusa aspereza,
que te lleva tu firmeza
carrera de perdición;
¿cuando más males te envía
más te humillas?—Hago bien.
—Tú te destruyes.—Amén;
que esso es lo que yo querría.
—No abras con tal error
tu mal soldada herida,
que si es mala la caída,
la recaída es peor;
mira que es gran niñería,
no escarmentar.—Hago bien.
—¿Y si te pierdes?—Amén;
que poco se perdería.
—De tantos males y enojos
¿qué nuevas esperas buenas,
si tu afición y tus penas
son culpas ante sus ojos?
¿A la que te desafía
te avassallas?—Hago bien.
—Veráse vengada.—Amén;
que entonces yo triunfaría.
—Eres juez tan cruel
en sentenciar tu processo
que, ó se te ha enjugado el
seso
ó no naciste con él;
lo que en tu frente se cría,
¿es locura?—Hago bien.
—¿Y si te atassen?—Amén;
que por cuerdo quedaría.
BELISA
Entre hierbas fresquíssimas
floridas,
un cendal por los ojos
rodeado,
juntos los pies, las alas
escondidas,
Suelta la aljava, el arco floxo
al lado,
durmiendo estaba con
descuido y gana
el pequeñuelo dios de Amor
echado.
Llevaba en el frescor de la
mañana
Filida sus ovejas, que las
flores
iban barriendo con la blanca
lana.
No sonaban zampoñas de
pastores,
iba cantando (cuando vió
dormido
al mismo Amor) qué cosa es
mal de amores.
No conoció quién era,
aunque le vido,
porque nunca sintió su pena
grave,
mas llegó á conocerle sin
ruido.
Miróle y dixo con su voz
suave:
¿Hombre y ciego y con alas?
No eres hombre.
¿Ave con solas alas? No eres
ave.
Si te pusiste aquí porque me
assombre
con tu nueva facción, por no
hacello
quiero saber de ti cuál es tu
nombre.
Una trenza texió de su
cabello
y atóle, y recordando el Amor
luego,
se vió cautiva della y preso en
ello.
Filida dixo: Dime, alado
ciego,
cómo te llamas. Respondió
riendo:
Furor causado de tu gran
sossiego.
Filida le responde: No te
entiendo.
Y dice Amor: Mi nombre es tu
belleza,
con cuya luz la misma nieve
enciendo.
Yo soy Amor, si quieres más
certeza,
ves allí el arco, ves allí la
aljaba,
tiéntalos y verás su fortaleza.
Filida dice: El tiempo que
me amaba
el que solo obligada me tenía
al yugo que atajó la muerte
brava,
Cuatro coronas el Amor
traía,
no era arquero, no era amor
alado,
ni ciego como tú, que bien
veía.
Tú vienes con dos jaras
adornado,
una ligera y otra muy pesada,
y el efeto por dicha más
pesado.
Dícele humilde Amor: Essa
dorada,
de sólo bien querer está
sangrienta,
y essa de plomo, en desamor
bañada.
Sin quebrar la pesada te
contenta
puedes, pues para el hombre
que te viere
es imposible que su fuerza
sienta;
Mas cuanto tu beldad acá
viviere,
por fuerza essotra vivirá
segura,
que cuando de mi aljaba se
perdiere,
la hallaré en tu gracia y
hermosura.