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HUMAN
THIRTEENTH EDITION

RESOURCE
MANAGEMENT

GARY DESSLER
FLORIDA INTERNATIONAL UNIVERSITY

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Library of Congress Cataloging-in-Publication Data

Dessler, Gary
Human resource management/Gary Dessler. 13th ed.
p. cm.
Includes bibliographical references and index.
ISBN-13: 978-0-13-266821-7 (hardcover: alk. paper)
ISBN-10: 0-13-266821-1 (hardcover: alk. paper)
1. Personnel management. I. Title.
HF5549.D4379 2012
658.3 dc23
2011037044

10 9 8 7 6 5 4 3 2 1

ISBN 10: 0-13-266821-1

ISBN 13: 978-0-13-266821-7

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DEDICATED TO SAMANTHA AND TAYLOR

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BRIEF CONTENTS

PART ONE INTRODUCTION 2

1 Int roduct ion t o Human Resource Management 2

2 Equal Opport unit y and t he Law 30
3 Human Resource Management St rat egy and Analysis 70

PART TWO RECRUITMENT, PLACEMENT, AND TALENT

MANAGEMENT 102

4 Job Analysis and t he Talent Management Process 102

5 Personnel Planning and Recruit ing 136
6 Employee Test ing and Select ion 174
7 Int erviewing Candidat es 212

PART THREE TRAINING AND DEVELOPMENT 242

8 Training and Developing Employees 242

9 Performance Management and Appraisal 282
10 Employee Ret ent ion, Engagement , and Careers 320

PART FOUR COMPENSATION 350

11 Est ablishing St rat egic Pay Plans 350

12 Pay for Performance and Financial Incent ives 390
13 Benefit s and Services 422

PART FIVE EMPLOYEE RELATIONS 458

14 Et hics and Employee Right s and Discipline 458

15 Labor Relat ions and Collect ive Bargaining 494
16 Employee Safet y and Healt h 530
17 Managing Global Human Resources 576
18 Managing Human Resources in Small and Ent repreneurial Firms 604

APPENDICES

APPENDIX A PHR and SPHR Knowledge Base 633

APPENDIX B Comprehensive Cases 641

V
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CONTENTS
Preface xxiii
Acknowledgments xxvii

PART ONE INTRODUCTION 2

1 Introduction to Human Resource Management 2

WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 4
What Is Human Resource Management? 4
Why Is Human Resource Management Important to All Managers? 5
Line and Staff Aspects of Human Resource Management 6
Line Managers Human Resource Duties 7
Human Resource Manager s Duties 7
New Approaches to Organizing HR 9
Cooperative Line and Staff HR Management: An Example 9
THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10
Globalization and Competition Trends 11
Indebtedness ( Leverage ) and Deregulation 12
Technological Trends 12
Trends in the Nature of Work 13
* HR AS A PROFIT CENTER: Boosting Customer Service 14
Workforce and Demographic Trends 14
Economic Challenges and Trends 16
THE NEW HUMAN RESOURCE MANAGERS 17
Human Resource Management Yesterday and Today 17
They Focus More on Strategic, Big Picture Issues 17
* THE STRATEGIC CONTEXT: Building L.L.Bean 17
They Use New Ways to Provide Transactional Services 18
They Take an Integrated, Talent Management Approach to Managing
Human Resources 19
They Manage Ethics 19
They Manage Employee Engagement 19
They Measure HR Performance and Results 19
They Use Evidence-Based Human Resource Management 20
They Add Value 20
They Have New Competencies 21
HR Certification 22
THE PLAN OF THIS BOOK 22
The Basic Themes and Features 22
CHAPTER CONTENTS OVERVIEW 23
Part 1: Introduction 23
Part 2: Recruitment, Placement, and Talent Management 23
Part 3: Training and Development 23
Part 4: Compensation 23
Part 5: Employee Relations 23
The Topics Are Interrelated 24
CHAPTER SECTION SUMMARIES 25
DISCUSSION QUESTIONS 25
INDIVIDUAL AND GROUP ACTIVITIES 26
EXPERIENTIAL EXERCISE: HELPING THE DONALD 26
APPLICATION CASE: JACK NELSON S PROBLEM 27
CONTINUING CASE: CARTER CLEANING COMPANY 27
KEY TERMS 28
ENDNOTES 28
VII
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2 Equal Opportunity and the Law 30

EQUAL EMPLOYMENT OPPORTUNITY 1964 1991 32
Title VII of the 1964 Civil Rights Act 32
Executive Orders 32
Equal Pay Act of 1963 33
Age Discrimination in Employment Act of 1967 33
Vocational Rehabilitation Act of 1973 33
Pregnancy Discrimination Act of 1978 34
Federal Agency Guidelines 34
Early Court Decisions Regarding Equal Employment Opportunity 34
EQUAL EMPLOYMENT OPPORTUNITY 1990 91 PRESENT 35
The Civil Rights Act of 1991 35
The Americans with Disabilities Act 36
Genetic Information Nondiscrimination Act of 2008 (GINA) 39
State and Local Equal Employment Opportunity Laws 39
Sexual Harassment 39
DEFENSES AGAINST DISCRIMINATION ALLEGATIONS 43
The Central Role of Adverse Impact 44
Bona Fide Occupational Qualification 46
Business Necessity 47
Other Considerations in Discriminatory Practice Defenses 48
ILLUSTRATIVE DISCRIMINATORY EMPLOYMENT PRACTICES 48
A Note on What You Can and Cannot Do 48
Recruitment 49
Selection Standards 49
Sample Discriminatory Promotion, Transfer, and Layoff Practices 50
What the Supervisor Should Keep in Mind 51
THE EEOC ENFORCEMENT PROCESS 51
Voluntary Mediation 53
Mandatory Arbitration of Discrimination Claims 54
DIVERSITY MANAGEMENT AND AFFIRMATIVE ACTION PROGRAMS 55
Diversity s Potential Pros and Cons 55
* HR AS A PROFIT CENTER 56
Managing Diversity 56
Encouraging Inclusiveness 57
Developing a Multicultural Consciousness 58
Equal Employment Opportunity Versus Affirmative Action 59
Implementing the Affirmative Action Program 59
Reverse Discrimination 60
CHAPTER SECTION SUMMARIES 61
DISCUSSION QUESTIONS 62
INDIVIDUAL AND GROUP ACTIVITIES 62
EXPERIENTIAL EXERCISE: SPACE CADET OR VICTIM? 63
APPLICATION CASE: AN ACCUSATION OF SEXUAL HARASSMENT IN PRO SPORTS 63
CONTINUING CASE: CARTER CLEANING COMPANY 64
KEY TERMS 65
ENDNOTES 65

3 Human Resource Management Strategy and Analysis 70

THE STRATEGIC MANAGEMENT PROCESS 72
* THE STRATEGIC CONTEXT: The Shanghai Portman Hotel 72
Goal-Setting and the Planning Process 72
Strategic Planning 73
Improving Productivity Through HRIS: Using Computerized Business Planning Software 76
Types of Strategies 76
Top Managers Role in Strategic Planning 78

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Departmental Managers Strategic Planning Roles 78

Departmental Managers Strategic Planning Roles in Action: Improving Mergers and
Acquisitions 79
STRATEGIC HUMAN RESOURCE MANAGEMENT 80
Defining Strategic Human Resource Management 80
Human Resource Strategies and Policies 82
HR AS A PROFIT CENTER: Albertsons Example 82
Strategic Human Resource Management Tools 82
HR METRICS AND BENCHMARKING 84
Types of Metrics 85
Improving Productivity Through HRIS: Tracking Applicant Metrics for Improved Talent
Management 85
Benchmarking in Action 86
Strategy and Strategy-Based Metrics 87
Workforce/Talent Analytics and Data Mining 87
HR AS A PROFIT CENTER: Using Workforce/Talent Analytics 88
What Are HR Audits? 89
Evidence-Based HR and the Scientific Way of Doing Things 90
WHAT ARE HIGH-PERFORMANCE WORK SYSTEMS? 91
High-Performance Human Resource Policies and Practices 92
CHAPTER SECTION SUMMARIES 93
DISCUSSION QUESTIONS 94
INDIVIDUAL AND GROUP ACTIVITIES 94
EXPERIENTIAL EXERCISE: DEVELOPING AN HR STRATEGY FOR STARBUCKS 95
APPLICATION CASE: SIEMENS BUILDS A STRATEGY-ORIENTED HR SYSTEM 95
CONTINUING CASE: CARTER CLEANING COMPANY 96
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL PARIS CASE 96
KEY TERMS 98
ENDNOTES 99
PART 1 VIDEO CASES APPENDIX 100

PART TWO RECRUITMENT, PLACEMENT, AND TALENT

MANAGEMENT 102

4 Job Analysis and the Talent Management Process 102

THE TALENT MANAGEMENT PROCESS 104
What Is Talent Management? 104
THE BASICS OF JOB ANALYSIS 105
Uses of Job Analysis Information 106
THE STRATEGIC CONTEXT: Daimler Alabama Example 107
Conducting a Job Analysis 107
HR AS A PROFIT CENTER: Boosting Productivity through Work Redesign 108
Job Analysis Guidelines 110
METHODS FOR COLLECTING JOB ANALYSIS INFORMATION 110
The Interview 110
Questionnaires 113
Observation 114
Participant Diary/Logs 114
Quantitative Job Analysis Techniques 114
Internet-Based Job Analysis 116
WRITING JOB DESCRIPTIONS 118
Job Identification 118
Job Summary 119
Relationships 121
Responsibilities and Duties 121

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