Page iii Human Resource Management GAI NI NG A COMPETI TI VE ADVANTAGE 11e RAYMOND A. NOE The Ohio State University JOHN R. HOLLENBECK Michigan State University BARRY GERHART University of Wisconsin–Madison PATRICK M. WRIGHT University of South Carolina 2 Page iv HUMAN RESOURCE MANAGEMENT: GAINING A COMPETITIVE ADVANTAGE, ELEVENTH EDITION Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121.
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Hollenbeck, Michigan State University, Raymond A. Noe, The Ohio State University, Berry Gerhart, University of Wisconsin, Madison, Patrick M. Wright, University of South Carolina. Description: Eleventh Edition.
| New York, NY : McGraw-Hill Education, 2018. | Revised edition of Human resource management, 2015. Identifiers: LCCN 2017040499| ISBN 9781260076844 (hardback : alk. paper) | ISBN 1260076849 Subjects: LCSH: Personnel management—United States.
| BISAC: BUSINESS & ECONOMICS / Human Resources & Personnel Management. Classification: LCC HF5549.3—dc23 LC record available at https://lccn.gov/2017040499 The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website does not indicate an endorsement by the authors or McGraw-Hill Education, and McGraw-Hill Education does not guarantee the accuracy of the information presented at these sites.com/highered 4 Page v To my wife, Caroline, and my children, Ray, Tim, and Melissa — R. To my parents, Harold and Elizabeth, my wife, Patty, and my children, Jennifer, Marie, Timothy, and Jeffrey — J.
To my parents, Robert and Shirley, my wife, Heather, and my children, Chris and Annie — B. To my parents, Patricia and Paul, my wife, Mary, and my sons, Michael and Matthew — P. 5 Page vi ABOUT THE AUTHORS RAYMOND A. NOE is the Robert and Anne Hoyt Designated Professor of Management at The Ohio State University.
He was previously a professor in the Department of Management at Michigan State University and the Industrial Relations Center of the Carlson School of Management, University of Minnesota. He received his BS in psychology from The Ohio State University and his MA and PhD in psychology from Michigan State University. Professor Noe conducts research and teaches undergraduate as well as MBA and PhD students in human resource management, managerial skills, quantitative methods, human resource information systems, training, employee development, performance management, and organizational behavior. He has published over 70 articles and invited chapters and authored, coauthored or edited seven books covering a variety of topics in training and development (training needs, trainee motivation, informal learning, autonomous learning, mentoring), human resource management (recruiting), and organizational behavior (psychological contracts, teams, work and family).
Professor Noe has received awards for his teaching and research excellence, including the Ernest J. McCormick Award for Distinguished Early Career Contribution from the Society for Industrial and Organizational Psychology. He is also a fellow of the Society of Industrial and Organizational Psychology and American Psychological Association. HOLLENBECK holds the positions of University Distinguished Professor at Michigan State University and Eli Broad Professor of Management at the Eli Broad Graduate School of Business Administration.
Hollenbeck received his PhD in Management from New York University in 1984. He served as the acting editor at Organizational Behavior and Human Decision Processes in 1995, the associate editor of Decision Sciences from 1999 to 2004, and the editor of Personnel Psychology from 1996 to 2002. He has published over 90 articles and book chapters on the 6 topics of team decision making and work motivation. According to the Institute for Scientific Information, this body of work has been cited over 4,000 times by other researchers.
Hollenbeck has been awarded fellowship status in both the Academy of Management and the American Psychological Association, and was recognized with the Career Achievement Award by the HR Division of the Academy of Management (2011), the Distinguished Service Contributions Award (2014), and the Early Career Award by the Society of Industrial and Organizational Psychology (1992). At Michigan State, Dr. Hollenbeck has won several teaching awards including the Michigan State Distinguished Faculty Award, the Michigan State Teacher-Scholar Award, and the Broad MBA Most Outstanding Faculty Member. Page vii BARRY GERHART is Professor of Management and Human Resources and the Bruce R.
Ellig Distinguished Chair in Pay and Organizational Effectiveness, Wisconsin School of Business, University of Wisconsin-Madison. He has also served as department chair or area coordinator at Cornell, Vanderbilt, and Wisconsin. His research interests include compensation, human resource/human capital strategy, international human resources, and employee retention. Professor Gerhart received his BS in psychology from Bowling Green State University and his PhD in Industrial Relations from the University of Wisconsin-Madison.
He has co-authored two books in the area of compensation. He serves on the editorial boards of and has published in the Academy of Management Journal, Industrial and Labor Relations Review, International Journal of Human Resource Management, Journal of Applied Psychology, Management and Organization Review, and Personnel Psychology. Professor Gerhart is a past recipient of the Heneman Career Achievement Award, the Scholarly Achievement Award, and (twice) the International Human Resource Management Scholarly Research Award, all from the Human Resources Division, Academy of Management. He is a Fellow of the Academy of Management, the American Psychological Association, and the Society for Industrial and Organizational Psychology.
WRIGHT is Thomas C. Vandiver Bicentennial Chair and the Director of the Center for Executive Succession in the Darla Moore School of Business at the University of South Carolina. Prior to joining USC, he served on the faculties at Cornell University, 7 Texas A&M University, and the University of Notre Dame. Professor Wright teaches, conducts research, and consults in the area of strategic human resource management (SHRM), particularly focusing on how firms use people as a source of competitive advantage and the changing nature of the chief HR officer (CHRO) role.
He is the faculty leader for the Cornell ILR Executive Education/NAHR program, “The Chief HR Officer: Strategies for Success,” aimed at developing potential successors to the CHRO role. He served as the lead editor on the recently released book, The Chief HR Officer: Defining the New Role of Human Resource Leaders, published by Wiley. Professor Wright has published more than 60 research articles in journals as well as more than 20 chapters in books and edited volumes. He recently served as the editor at the Journal of Management, has co-edited a special issue of Research in Personnel and Human Resources Management titled “Strategic Human Resource Management in the 21st Century,” and guest edited a special issue of Human Resource Management Review titled “Research in Strategic HRM for the 21st Century.” He currently serves as a member on the Board of Directors for the Society for Human Resource Management and the National Academy of Human Resources.
He is a former board member of HRPS, SHRM Foundation, and World at Work (formerly American Compensation Association). From 2011 to 2016, he was named by HRM Magazine as one of the 20 “Most Influential Thought Leaders in HR.” 8 Page viii PREFACE Our intent is to provide students with the background to be successful HRM professionals, to manage human resources effectively, and to be knowledgeable consumers of HRM products. Managers must be able to identify effective HRM practices to purchase these services from a consultant, to work with the HRM department, or to design and implement them personally. Human Resources Management: Gaining a Competitive Advantage, 11th edition, emphasizes how a manager can more effectively manage human resources and highlights important issues in current HRM practice.
Human Resources Management: Gaining a Competitive Advantage, represents a valuable approach to teaching human resource management for several reasons: The text draws from the diverse research, teaching, and consulting experiences of four authors who have taught human resource management to undergraduates, traditional day MBA students as a required and elective course, and more experienced managers and professional employees in weekend and evening MBA programs. The teamwork approach gives a depth and breadth to the coverage that is not found in other texts. Human resource management is viewed as critical to the success of a business. The text emphasizes how the HRM function, as well as the management of human resources, can help companies gain a competitive advantage.
The book discusses current issues such as social media, use of nontraditional employment relationships, big data, talent management, diversity, and employee engagement, all of which have a major impact on business and HRM practice. Strategic human resource management is introduced early in the book and integrated throughout. Examples of how new technologies are being used to improve the efficiency and effectiveness of HRM practices are provided throughout. 9 We provide examples of how companies are evaluating HRM practices to determine their value.
The chapter openers, in-text boxes, and end-of-chapter materials provide questions that provide students the opportunity to discuss and apply HR concepts to a broad range of issues including strategic human resource management, HR in small businesses, ethics and the role of HR in helping companies achieve sustainability, adopt and use technology, adapt to globalization, and practice integrity. This should make the HR classroom more interactive and increase students’ understanding of the concepts and their application. Organization Human Resource Management: Gaining a Competitive Advantage, 11th edition, includes an introductory chapter (Chapter 1) and five parts. Chapter 1 provides a detailed discussion of the global, new economy, stakeholder, and work system challenges that influence companies’ abilities to successfully meet the needs of shareholders, customers, employees, and other stakeholders.
We discuss how the management of human resources can help companies meet the competitive challenges. Part One includes a discussion of the environmental forces that Page ix companies face in attempting to capitalize on their human resources as a means to gain competitive advantage. The environmental forces include the strategic direction of the business, the legal environment, and the type of work performed and physical arrangement of the work. A key focus of Chapter 2 , on strategic human resource management, is to highlight the role that staffing, performance management, training and development, and compensation play in different types of business strategies.
A key focus of Chapter 3 , on the legal environment, is to enhance managers’ understanding of laws related to sexual harassment, affirmative action, and accommodations for disabled employees. The various types of discrimination and ways they have been interpreted by the courts are discussed. Chapter 4 , on analysis and design of work, emphasizes how work systems can improve company competitiveness by alleviating job stress and by 10 improving employees’ motivation and satisfaction with their jobs. Part Two deals with the acquisition and preparation of human resources, including human resource planning and recruitment, selection, and training.
Chapter 5 , on human resource planning and recruitment, illustrates the process of developing a human resource plan.