Human Resource Management, 5e
Managing Employees for Competitive Advantage
by Gowan, DeMarr, David
ISBN: 978-1-948426-45-9 | Copyright 2023
Instructor Requests
Faculty and organizational consultants have noted that the framework in this book is right on target with what students need to learn, regardless of major, and what clients need, regardless of organization. Based on feedback from students, the goal of providing a readable and engaging textbook has been met. This edition continues the focus of earlier editions on providing a strategic framework for managers that is applicable across large and small organizations, regardless of industry or for profit or nonprofit status. The overarching goal is to provide the information and context that any manager needs to know to effectively identify and empower the right talent to move the organization forward. To do so, the focus of the book is built from the following three points:
• Managing Employees Rather than Managing the HR Function. Students often have difficulty separating the concept of employees as human resources from a discussion of the human resources (HR) department of an organization. Our unique framework, woven throughout the book, places equal emphasis on the principles of employee management practices and the application of those practices in different organizational and environmental contexts. These are contexts in which all managers must make daily decisions that affect firm performance, how work is structured, and the terms and conditions of employment. The goal is for those using this book to understand both the theory behind effective employee management practices and the reality that managing employees under different scenarios presents unique challenges and requires different responses. Our managerial perspective, as opposed to an HR perspective, makes the book accessible to all students interested in learning about managing employees, while still being applicable for future HR professionals.
• Managing Employees in Context. A second point of differentiation for this book is how we place management of employees directly in the broader context of organizations and their external environments. We devote a significant amount of coverage to the role of employee management in supporting business strategy, company characteristics, organizational culture, and employee concerns. We also address the external pressures that come from globalization, technology, labor force trends, ethics, regulatory issues, and related topics. The importance of context is highlighted in the overarching framework for the book and incorporated into every chapter. Each chapter discusses contextual pressures on the use of various tools for managing employees and focuses on how contextual pressures influence the effectiveness of these practices. Most current textbooks present this information primarily in the early chapters.
• Integrative Framework. A third point of differentiation is the book’s overarching framework. Students learn better when they have a clear framework for understanding how different practices are used independently and interdependently. In this case, they will learn about issues related to individual employee management and the larger work group, as well as how to address this independence and interdependence relative to different internal and external contingencies. We highlight three primary activities for managing employees and show their interrelationships: work design and workforce planning, management of employee competencies, and management of employee attitudes and behaviors. We approach these themes from the context of understanding how employee management affects the ability of an organization to achieve its objectives and attain a sustainable competitive advantage. We have developed a matrix that outlines the topics covered for each employee management role relative to the organizational demands and environmental influencers to aid students in understanding the many interrelationships that exist in managing employees.
This book will help current and future managers understand what practices and tools are available for managing employees, how to use them, and when to use them in different situations. Knowing that a picture is worth a thousand words, the work on this book began by developing an integrative framework for the strategic management of employees. This framework, which is woven throughout the chapters, shows the relationships among organizational demands, environmental influences, regulatory issues, and the three primary HR activities noted previously: work design and workforce planning, management of employee competencies, and management of employee attitudes and behaviors. These HR activities, when managed in concert and within the context of the HR challenges, lead to the desired employee contributions and create a sustainable competitive advantage for the organization.
Many chapters in this book focuses on more HR activities than other HRM textbooks and builds on the idea that context matters. Thus, chapters 4-14 have two parts.
The first part describes the principles of the HR activity. The goal is to help students acquire the tools appropriate for each activity. For example, when performance management is discussed, aspects of measuring employee performance, trade-offs with different performance evaluation approaches, and considerations of the process for evaluating employee performance are emphasized.
The second part of each chapter is where the difference between the approach of this text and other textbooks becomes clear. Emphasis is placed on the importance of context and how the context—the organizational demands and environmental factors—affects the choices made when applying the technical knowledge. Also emphasized is how HR challenges—the various organizational demands and numerous environmental influences—affect decisions about which performance management approach to apply and how to use it.
The fundamental principles for each HR activity are explored first, followed by a perspective on how these practices can be used to meet contextual challenges. This approach is used to help students put together the pieces better, rather than simply discussing context at the beginning of the semester and then focusing on each of the major functional activities, with only minor discussion of context. In many ways, a decision-making approach is taken, asking, “What if A? What if B?” Included are examples and Company Spotlights to highlight this information, followed by discussion questions, exercises, and short cases that give students a chance to apply chapter concepts.
This book also provides an edge for students interested in a career in HRM. These students will complete the course well grounded in the bigger organizational picture and be better able to make decisions about the HR tools to apply in different contexts. They will better understand the possible consequences of designing and implementing practices that support or conflict with organizational goals.
Improved Chapter Organization
Chapters 1 and 2 have been combined
Chapter 14 on Creating High-Performing HR Systems is now chapter 2
A new chapter on International Human Resource Management is now the last chapter
Chapter Content Changes
Chapter 1—Managing Employees for Competitive Advantage
All new chapter, combining chapters 1 and 2 from the previous edition
New introduction to the role of HR can play in helping a company address the UN
Sustainable Development Goals (SDGs)
Chapter 2—Creating High-Performing HR Systems
New location. Chapter 14 in prior editions is now chapter 2
New Company Spotlight: Liberty Latin America
Completely revised treatment of external and internal fit
New Company Spotlight: Intel
New coverage of strategic value
Updated examples of the application of HR Scorecards
New Company Spotlight: Kraft Heinz
New section: Applying the Principles of High-Performing HR Systems
Chapter 3—Regulatory Issues
New IBM example of EEO
Expanded coverage of protected classifications
New Company Spotlight: Washington State Department of Corrections
Coverage of COVID-19 as it relates to wage gaps
Expanded coverage of race discrimination
New Company Spotlight: Ben & Jerry’s
Expanded coverage of gender discrimination
New Company Spotlight: Helados La Tapatia
New coverage of national origin discrimination related to COVID-19
New material on genetic information discrimination
Chapter 4—Job Design and Job Analysis
New treatment of job descriptions and job specifications
Thoroughly revised approach to job design
New Company Spotlight: Starbucks
Updated treatment of job enlargement and job rotation
Substantially updated Company Spotlight: Lockheed Martin
Improved coverage of job identification and task statements
New coverage of how job design differs for smaller firms
New coverage of COVID-19-driven flexible work design and arrangements
All new coverage of remote work
Chapter 5—Workforce Planning
More focused description of the importance of workforce planning
Expanded coverage of turnover, including new material on restaurant turnover and the impact of COVID-19 and turnover in the medical profession
New material on economic conditions and external factors
Expanded coverage of industry trends in external factors
New survey data related to employee retention
Updated Company Spotlight: Target
New coverage of artificial intelligence
Entirely new coverage of layoffs
New Company Spotlight: Bank of America
New coverage of where workers are located, globally
Expanded coverage state-level WARN Acts
Chapter 6—Recruitment
New Schneider Electric example of internal recruitment
Expanded coverage of internal recruitment
Increased and updated coverage of digital advertising
New coverage of Women in Technology
Expanded coverage of educational institutions
New material on virtual recruiting
Updated coverage of recruiting at Marriott
New coverage of ghosting
New research findings from the Hinge Research Institute
Expanded treatment of the recruitment value proposition
New coverage of Forbe’s “America’s Best Employers for Diversity”
Coverage of COVID-19 as it relates to recruitment
Chapter 7—Selection
New coverage of person-group and person-organization fit
New coverage of test–retest reliability
New coverage of interrater reliability
New coverage of parallel forms reliability
New coverage of internal consistency reliability
New coverage of correlation coefficient
New coverage of selection bias
New coverage of measurement bias
New coverage of artificial intelligence
Added research on the importance of applicant scheduling
New coverage of weighted application blank
Expanded coverage of behavioral assessments
Additional material on final screening
Updated coverage of ban-the-box legal developments
New research on untreated employee substance abuse
New coverage of game-based assessments
Chapter 8—Learning and Development
Additional historical context
New Company Spotlight: Technology to Connect and Engage Employees During Onboarding
New material on the impact of COVID-19 on training
Expanded coverage of person analysis
Expanded coverage of driver training at UPS
Additional emphasis on apprenticeships, internships, and co-operative education programs
Expanded coverage of online and blended learning
New coverage of the President’s executive order to strengthen diversity, equity, and inclusion training
New coverage of state-level training requirements
New coverage of reskilling and upskilling
Additional material on career development
Chapter 9—Performance Management
Completely new perspective on the importance of performance management
New coverage of performance appraisals
New Company Spotlight: Goldman Sachs
Completely revised BARS example
All new content on the causes of poor performance
New coverage of terminable offenses
All new material on performance management in the context of strategy, company characteristics, culture, and employee concerns
Updated coverage of technology used in performance management
Chapter 10—Compensating Employees
New example of Unilever’s progressive compensation program
New research on compensation philosophies and strategies
New material on commercial job classification systems
New material on pay grades and pay ranges
Increased coverage of red-circles and green-circled jobs
New research on pay for individual employees
Improved coverage of closed-pay and open-pay systems
New coverage of minimum wages
Updated coverage of technology and its implications on compensation
New coverage of artificial intelligence
New coverage of compensation and sustainability
Updated Company Spotlight: Making a Living Wage at Costco
New material on pay inequality
Updated coverage of exempt employee salary requirements
Chapter 11—Incentives and Rewards
New coverage of theories of motivation in the employment context
Updated Company Spotlight: Lincoln Electric
New coverage of noncash incentives
New coverage of desirability of rewards
New material on diversity
New coverage of the perception of executive compensation
Chapter 12—Employee Benefits and Safety Programs
Updated Company Spotlight: Zappos
Updated payroll tax coverage
Coverage of the CARES Act in response to COVID-19
New coverage of return-to-work policies
New coverage of COVID-19 and workers’ compensation
New data on insurance benefits and premiums
New coverage of tiered formulary prescription drug plans
New research on the availability of paid time off and productivity
New coverage of tuition and education assistance
New data on the impact of mergers and acquisitions on benefit plans
New Company Spotlight: Four Seasons Hotel
Chapter 13—Labor Unions and Employee Management
Rewritten to improve the balance of employer and employee perspectives
All new treatment of the history of labor
New presentation of the Railway Labor Act of 1926, the Norris-Laguardia Act of 1932, and the National Labor Relations Act
New presentation of the National Labor Relations Board and unfair labor practices
New coverage of the Federal Mediation and Conciliation Service
New presentation of the Labor Management Reporting and Disclosure Act of 1959
Increased coverage of local unions
New section on Federation
New Company Spotlight: Amazon Union Election
Improved coverage of chard checks and neutrality agreements
New Company Spotlight: Volkswagen
New coverage of collective bargaining, the grievance process, and public sector unions
New Company Spotlight: Marriott Strike
New sections on domestic and global trends
Chapter 14—International Human Resource Management
All new chapter on international HRM
| Expand/Collapse All | |
|---|---|
| Table of Contents (pg. i) | |
| Chapter 1 Managing Employees for Competitive Advantage (pg. 3) | |
| Chapter 2 Creating High-Performing HR Systems (pg. 43) | |
| Chapter 3 Regulatory Issues (pg. 73) | |
| Chapter 4 Job Design and Job Analysis (pg. 117) | |
| Chapter 5 Workforce Planning (pg. 161) | |
| Chapter 6 Recruitment (pg. 201) | |
| Chapter 7 Selection (pg. 243) | |
| Chapter 8 Learning and Development (pg. 291) | |
| Chapter 9 Performance Management (pg. 341) | |
| Chapter 10 Compensating Employees (pg. 383) | |
| Chapter 11 Incentives and Rewards (pg. 423) | |
| Chapter 12 Employee Benefits and Safety Programs (pg. 457) | |
| Chapter 13 Labor Unions and Employee Management (pg. 505) | |
| Chapter 14 International Human Resource Management (pg. 535) | |
| Index (pg. 561) | |
Mary Gowan
MARY GOWAN is dean of the Mike Cottrell College of Business and professor of management at the University of North Georgia. She previously served as business dean at James Madison University and at Elon University, and Associate Dean at George Washington University. Her Ph.D. is in business administration from the University of Georgia. Her extensive teaching, research, and consulting experience focuses on human resource management and organizational behavior, and includes international teaching and research. She is currently on the boards of the Southern Business Association of Administrators, Beta Gamma Sigma, and the North Georgia Community Foundation. Previously, she served as a board member of the Society for Human Resource Management Foundation, the Human Resource Division of the Academy of Management, and the Southern Management Association, along with a number of other nonprofit organizations. She has served on a number of journal editorial boards and published research focused on career transitions and related HR topics, and has been published in the Academy of Management Journal, Journal of Applied Psychology, and numerous other HR related journals.
Beverly DeMarr
BEVERLY J. DEMARR is professor of management at Ferris State University. She received her doctorate in organizational behavior and human resource management from Michigan State University. She has been recognized multiple times for teaching excellence and currently teaches courses in human resource management, negotiation, compensation, and business ethics. She is the author of Negotiation and Dispute Resolution 2E (coauthored with Suzanne de Janasz) and has published articles in Personnel Psychology, Journal of Business Ethics, Human Relations, Public Personnel Management, and International Journal of Conflict Management. She is an active member of the Academy of Management and the Organizational Behavior Teaching Society. She is a member of the Journal of Management Education editorial review board and was chair of the Academy of Management’s all-academy Teaching Theme Committee from 2016 to 2019. She served as a community mediator for more than 100 employment, civil rights, general civil, domestic relations (divorce, parenting time), and restorative justice (victim–offender) cases and was a member of the Board of Directors of the Westshore Dispute Resolution Center. She was also an elected union representative for eight years, negotiating labor contracts and representing constituents in a wide variety of disputes.
Jannifer David
JANNIFER GREGORY DAVID currently serves as the Interim Associate Dean of the Labovitz School of Business & Economics (LSBE) at the University of Minnesota Duluth (UMD). She taught as a human resource management faculty member in LSBE from 2001 to 2021. Her courses included undergraduate, graduate and certificate courses in human resource management including international HRM, employee staffing, employee training & development, and labor history in UMD’s University Honors programs. Her research streams consider the effects of contingent workers on the employment relationships of regular employees and how organizations can find and hire employees with work passion. Through this research, she aims to improve employment relationships and their outcomes for both organizations and employees. Her research has been published in numerous peer-reviewed journals and been presented at conferences. Prior to joining UMD, she worked as a consultant for many years at Mercer HR Consulting. She earned her PhD in labor and industrial relations from Michigan State University.
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