Staffing Organizations ISE

Höfundur: Timothy Judge (Útgáfa: 11)
Staffing Organizations ISE

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Staffing Organizations ISE

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Útgefandi
McGraw-Hill Higher Education (International)
ISBN
9781265383824
Print ISBN
9781264917020
Format
ePub
Útgáfa
11
Höfundar
Timothy Judge
Tungumál
English
Útgefið
2025-01-07
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Table of Contents and Preface
  • Cover Page
  • Title Page
  • Copyright Page
  • Dedication
  • Author Profiles
  • Preface
  • Chapter One: Staffing Models and Strategy
  • Chapter Two: Social and Legal Environment
  • Chapter Three: Planning
  • Chapter Four: Job Analysis: Requirements, Competencies, and Rewards
  • Chapter Five: External Recruitment
  • Chapter Six: Initial Screening
  • Chapter Seven: Substantive Selection
  • Chapter Eight: Decision-Making
  • Chapter Nine: Final Match
  • Chapter Ten: Talent Management and Career Development
  • Chapter Eleven: Retention Management
  • Chapter Twelve: Measurement and Analytics
  • Chapter Thirteen: Staffing System Management
  • Contents
  • Part OnePreparing for Staffing 3
  • Chapter OneStaffing Models and Strategy 5
  • Chapter TwoSocial and Legal Environment 47
  • Chapter ThreePlanning 95
  • Chapter FourJob Analysis: Requirements, Competencies, and Rewards 145
  • Part twoSourcing and Selecting 193
  • Chapter FiveExternal Recruitment 195
  • Chapter SixInitial Screening 253
  • Chapter SevenSubstantive Selection 313
  • Part ThreeDeciding and Orienting 401
  • Chapter EightDecision Making 403
  • Chapter NINEFinal Match 443
  • Part FourDeveloping and Retaining 495
  • Chapter TenTalent Management and Career Development 497
  • Chapter ElevenRetention Management 565
  • Part FiveEvaluating and Managing 623
  • Chapter TwelveMeasurement and Analytics 625
  • Chapter ThirteenStaffing System Management 689
  • Connect Page
  • Chapter One: Staffing Models and Strategy
  • Staffing Organizations
  • Staffing Organizations Model
  • Part One
  • Preparing for Staffing
  • Introduction
  • Learning Objectives and Introduction
  • Learning Objectives
  • Introduction
  • The Nature of Staffing
  • The Big Picture
  • Definition of Staffing
  • Implications of Definition
  • Staffing System Examples
  • Staffing Perspectives
  • Staffing Quantity: Levels
  • Staffing Quality: Person/Job Match
  • Staffing Quality: Person/Organization Match
  • Staffing System Components
  • Staffing Organizations
  • Staffing Strategy
  • Staffing Levels
  • Staffing Quality
  • Staffing Ethics
  • Plan for the Book
  • Summary
  • Discussion Questions
  • Ethical Issues
  • Applications
  • Staffing for Your Own Job
  • Staffing Strategy for a New Plant
  • Endnotes
  • Chapter Two: Social and Legal Environment
  • Introduction
  • Learning Objectives and Introduction
  • Learning Objectives
  • Introduction
  • The Employment Relationship
  • Social and Legal Foundations
  • Economic and Social Exchanges
  • Forms of the Employment Relationship
  • Diversity and Inclusion
  • Business Case for Diversity and Inclusion
  • Demography of the American Workforce
  • Workforce Diversity Measurement and Analysis
  • Staffing Practices for Diversity and Inclusion
  • Legal Framework for Equal Employment Opportunity
  • Key Concepts
  • Federal Laws Regarding EEO
  • Claim Resolution Processes
  • Social and Legal Issues in Remainder of Book
  • Summary
  • Discussion Questions
  • Ethical Issues
  • Applications
  • To Employ, or Not to Employ?
  • Age Discrimination in a Promotion?
  • Endnotes
  • Chapter Three: Planning
  • Introduction
  • Learning Objectives and Introduction
  • Learning Objectives
  • Introduction
  • Internal and External Influences
  • Organizational Strategy
  • Organizational Culture
  • Labor Markets
  • Technology
  • Human Resource Planning
  • Strategic Planning
  • Forecasting HR Requirements
  • Forecasting HR Availabilities
  • Reconciliation and Gaps Example
  • Staffing Planning
  • Staffing Planning Process
  • Core Workforce
  • Flexible Workforce
  • Outsourcing
  • Diversity and Affirmative Action Planning
  • Planning for Diversity
  • Affirmative Action Plans
  • Legal Issues
  • Legality of AAPs and Diversity Programs
  • AAPs for Veterans and Individuals With Disabilities
  • EEO and Temporary Workers
  • Summary
  • Discussion Questions
  • Ethical Issues
  • Applications
  • Forecasting Demand
  • Deciding Whether to Use Flexible Staffing
  • Endnotes
  • Chapter Four: Job Analysis
  • Introduction
  • Learning Objectives and Introduction
  • Learning Objectives
  • Introduction
  • The Need for Job Analysis
  • The Human Capital Resources Perspective
  • Types of Job Analysis
  • The Changing Nature of Jobs
  • Sources of Information
  • Job Requirements Analysis
  • Overview
  • Job Requirements Matrix and Job Descriptions
  • Collecting Job Requirements Information
  • Competency Modeling
  • Overview
  • Nature of Competencies
  • Collecting Competency Information
  • Job Rewards Analysis
  • Types of Rewards
  • Employee Value Proposition
  • Collecting Job Rewards Information
  • Legal Issues
  • Job Relatedness and Court Cases
  • Essential Job Functions
  • Summary
  • Discussion Questions
  • Ethical Issues
  • Applications
  • Integrating Competencies and Job Requirements
  • Designing a Job Rewards Analysis
  • Endnotes
  • Chapter Five: External Recruitment
  • Staffing Organizations Model
  • Part Two
  • Sourcing and Selecting
  • Introduction
  • Learning Objectives and Introduction
  • Learning Objectives
  • Introduction
  • Strategic Recruitment Planning
  • Defining Strategic External Recruitment Goals
  • Open Versus Targeted Recruitment
  • Organization and Administration
  • Applicant Reactions
  • Job Characteristics
  • Diversity and Inclusion
  • Communication
  • Types of Messages
  • Communication Methods
  • Applicant Sourcing
  • Individual Recruitment Sources
  • Social Recruitment Sources
  • Organizational Recruitment Sources
  • Recruitment Metrics
  • Transition to Selection
  • Legal Issues
  • Definition of a Job Applicant
  • Active Diversity Initiatives
  • Electronic Recruitment
  • Job Advertisements
  • Fraud and Misrepresentation
  • Summary
  • Discussion Questions
  • Ethical Issues
  • Applications
  • Improving a College Recruitment Program
  • Internet Recruitment
  • Endnotes
  • Chapter Six: Initial Screening
  • Introduction
  • Learning Objectives and Introduction
  • Learning Objectives
  • Introduction
  • Preliminary Issues
  • Strategy and Selection
  • The Logic of Prediction
  • The Nature of Predictors
  • Development of the Selection Plan
  • Selection Sequence
  • Initial Screening Methods
  • Résumés and Cover Letters
  • Application Blanks
  • Biographical Information
  • Reference and Background Checks
  • Letters of Recommendation
  • Screening Interview
  • Choice of Initial Screening Methods
  • Legal Issues
  • Disclaimers
  • Reference Checks
  • Social Media Screening
  • Background Checks: Credit and Criminal
  • Preemployment Inquiries
  • Bona Fide Occupational Qualifications (BFOQs)
  • Summary
  • Discussion Questions
  • Ethical Issues
  • Applications
  • Reference Reports and Initial Screening in a Start-Up Company
  • Developing a Lawful Application Blank
  • Endnotes
  • Chapter Seven: Substantive Selection
  • Introduction
  • Learning Objectives And Introduction
  • Learning Objectives
  • Introduction
  • Sample-Based Assessments
  • Performance Tests, Work Samples, and Simulations
  • Situational Judgment Tests
  • Unstructured Interviews
  • Structured Interviews
  • Sign-Based Assessments
  • Ability Tests
  • Job Knowledge Tests
  • Emotional Intelligence Tests
  • Personality Tests
  • Integrity Tests
  • Interest, Values, and Preference Inventories
  • Selection for Team Environments
  • Selection of Leaders
  • Choice of Substantive Assessment Methods
  • Use
  • Cost
  • Reliability
  • Validity
  • Utility
  • Candidate Reactions
  • Disparate Impact
  • Discretionary Assessment Methods
  • Contingent Assessment Methods
  • Drug Testing
  • Medical Exams
  • Legal Issues
  • Uniform Guidelines on Employee Selection Procedures
  • Selection Under the Americans with Disabilities Act
  • Marijuana and Other Drug Testing
  • Summary
  • Discussion Questions
  • Ethical Issues
  • Applications
  • Assessment Methods for the Job of Human Resources Director
  • Choosing Among Finalists for the Job of Human Resources Director
  • Endnotes
  • Chapter Eight: Decision Making
  • Staffing Organizations Model
  • Part Three
  • Deciding and Orienting
  • Introduction
  • Learning Objectives and Introduction
  • Learning Objectives
  • Introduction
  • Choice of Assessment Method
  • Validity Coefficient
  • Validity for Multiple Criteria
  • Workforce Diversity
  • Correlation with Other Predictors
  • Hiring Success Gain
  • Economic Gain
  • Determining Assessment Scores
  • Single Predictor
  • Multiple Predictors
  • Machine Learning and Staffing Decision Making
  • Hiring Standards and Cut Scores
  • Description of the Process
  • Consequences of Cut Scores
  • Methods to Determine Cut Scores
  • Methods of Final Choice
  • Random Selection
  • Ranking
  • Grouping and Banding
  • Differential Weighting
  • Incorporating Diversity
  • Decision Makers
  • Organizational Leaders
  • Human Resource Professionals
  • Managers
  • Coworkers
  • Legal Issues
  • Uniform Guidelines on Employee Selection Procedures
  • Diversity and Hiring Decisions
  • Summary
  • Discussion Questions
  • Ethical Issues
  • Applications
  • Utility Concerns in Choosing an Assessment Method
  • Choosing Entrants Into a Management Training Program
  • Endnotes
  • Chapter Nine: Final Match
  • Introduction
  • Learning Objectives and Introduction
  • Learning Objectives
  • Introduction
  • Employment Relationships
  • Setting Expectations
  • Parties to the Relationship
  • Starting Date and Duration
  • Disclaimers and Contingencies
  • Job Offer Content
  • Strategic Approach to Job Offers
  • Compensation and Benefits
  • Signing Bonuses and Relocation Assistance
  • Idiosyncratic Deals
  • Restrictions on Employees
  • Job Offer Process
  • Formulation of the Job Offer
  • Timing of the Offer
  • Presentation of the Job Offer
  • Job Offer Negotiation
  • Job Offer Acceptance, Rejection, and Revoking
  • New Employee Orientation And Socialization
  • Orientation
  • Socialization
  • Long-Term Adjustment
  • Legal Issues
  • Contractual Obligations
  • Employment Eligibility Verification
  • Negligent Hiring
  • Employment-at-Will
  • Summary
  • Discussion Questions
  • Ethical Issues
  • Applications
  • Making a Job Offer
  • Evaluating a Hiring and Variable-Pay Plan
  • Endnotes
  • Chapter Ten: Talent Management and Career Development
  • Staffing Organizations Model
  • Part Four
  • Developing and Retaining
  • Introduction
  • Learning Objectives and Introduction
  • Learning Objectives
  • Introduction
  • Strategic Talent Management and Career Development
  • Talent Management and Career Development Goals
  • Talent Management Systems
  • Talent Management and Career Development Outcomes
  • Timing
  • Mobility Paths and Systems
  • Mobility Paths
  • Mobility Policies
  • Closed, Open, and Hybrid Mobility Systems
  • Talent Evaluation
  • Seniority
  • Performance Evaluations
  • Evaluations of Potential
  • Peer Assessments
  • Assessment Centers
  • Interview Exercises
  • Informal Discussions and Recommendations
  • Career Development
  • Communication Messages for Career Development
  • Replacement and Succession Plans
  • Developmental Job Assignments
  • Managerial Sponsorship and Mentoring
  • Legal Issues
  • Active Diversity Initiatives
  • Bona Fide Seniority Systems
  • The Glass Ceiling
  • Uniform Guidelines on Employee Selection Procedures
  • Summary
  • Discussion Questions
  • Ethical Issues
  • Applications
  • Recruitment in a Changing Internal Labor Market
  • Changing a Promotion System
  • Succession Planning for a CEO
  • Endnotes
  • Chapter Eleven: Retention Management
  • Introduction
  • Learning Objectives and Introduction
  • Learning Objectives
  • Introduction
  • Turnover and Its Causes
  • Nature of the Problem
  • Types of Turnover
  • Causes of Turnover
  • Analysis of Turnover
  • Measurement
  • Reasons for Leaving: Self-Report
  • Reasons for Leaving: Predictive Analytics
  • Costs and Benefits
  • Retention Initiatives: Voluntary Turnover
  • Desirability of Leaving
  • Intrinsic Rewards
  • Individual Dispositions
  • Ease of Leaving
  • Alternatives
  • Current Practices and Deciding to Act
  • Retention Initiatives: Discharge
  • Performance Management
  • Progressive Discipline
  • Retention Initiatives: Downsizing
  • Weighing Advantages and Disadvantages
  • Staffing Levels and Quality
  • Alternatives to Downsizing
  • Employees Who Remain
  • Legal Issues
  • Separation Laws and Regulations
  • Performance Appraisal
  • Summary
  • Discussion Questions
  • Ethical Issues
  • Applications
  • Managerial Turnover: A Problem?
  • Retention: Deciding to Act
  • Endnotes
  • Chapter Twelve: Measurement and Analytics
  • Staffing Organizations Model
  • Part Five
  • Evaluating and Managing
  • Introduction
  • Learning Objectives and Introduction
  • Learning Objectives
  • Introduction
  • Importance of Measurement and Analytics
  • Measurement and Analytics as a Strategic Process
  • The Value of Using Quantitative Evidence
  • Measurement Concepts
  • Constructs and Measures
  • Establishing Content Validity
  • Measure Development Steps
  • Detailed Features of Measures
  • Objective, Subjective, and Structured Assessment
  • Standardization
  • Reliability
  • Response Scoring
  • Central Tendency and Variability
  • Collecting Assessment Data
  • Professional Standards
  • Analytics: Relationships Among Measures
  • Criterion-Related Validity
  • The Predictive Hypothesis
  • Data Collection
  • Relationship Interpretation
  • Correlation Significance
  • Generalizability
  • Legal Issues
  • Determining Disparate Impact
  • Standardization
  • Best Practices
  • Summary
  • Discussion Questions
  • Ethical Issues
  • Applications
  • Developing and Evaluating Measures for Selecting Coffee Brew Guru
  • Conducting Empirical Validation and Disparate Impact Analysis
  • Endnotes
  • Chapter Thirteen: Staffing System Management
  • Introduction
  • Learning Objectives and Introduction
  • Learning Objectives
  • Introduction
  • Design and Administration of Staffing Systems
  • Defining the Mission of Staffing
  • Organizational Arrangements
  • Policies and Procedures
  • Human Resource Information Systems
  • Outsourcing
  • Evaluation of Staffing Systems
  • Process Evaluation
  • Calculating Staffing System Metrics
  • Example Use of Staffing Metrics
  • Analysis of Staffing System Results
  • Legal Issues
  • Record Keeping and Privacy
  • EEO Report
  • Legal Audits
  • Training for Managers and Employees
  • Dispute Resolution
  • Summary
  • Discussion Questions
  • Ethical Issues
  • Applications
  • Developing Staffing Policies and Procedures
  • Evaluating Staffing Process Results
  • Endnotes
  • Name index
  • Name Index
  • Subject Index
  • Subject Index
  • Accessibility Content: Text Alternatives for Images
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