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CONTENTS XVII INCENTIVES FOR SALESPEOPLE 400 Salary Plan 401 Commission Plan 401 Combination Plan 401 Maximizing Sales Force Results 402 Evidence-Based HR: How Effective Are Your Incentives? 402 INCENTIVES FOR MANAGERS AND EXECUTIVES 403 Strategy and the Executive s Long-Term and Total Rewards Package 403 Sarbanes-Oxley 404 Short-Term Incentives and the Annual Bonus 404 Strategic Long-Term Incentives 406 Other Executive Incentives 407 TEAM AND ORGANIZATIONWIDE INCENTIVE PLANS 407 How to Design Team Incentives 407 Evidence-Based HR: How Effective Are Your Incentives? 408 Profit-Sharing Plans 409 Scanlon Plans 409 Other Gainsharing Plans 410 At-Risk Pay Plans 410 Employee Stock Ownership Plans 411 DESIGNING EFFECTIVE INCENTIVE PROGRAMS 411 HR AS A PROFIT CENTER: The Impact of Financial and Nonfinancial Incentives 412 The Five Building Blocks of Effective Incentive Plans 412 Incentive Plans in Practice: Nucor 413 CHAPTER SECTION SUMMARIES 413 DISCUSSION QUESTIONS 414 INDIVIDUAL AND GROUP ACTIVITIES 414 EXPERIENTIAL EXERCISE: MOTIVATING THE SALES FORCE AT EXPRESS AUTO 415 APPLICATION CASE: INSERTING THE TEAM CONCEPT INTO COMPENSATION OR NOT 415 CONTINUING CASE: CARTER CLEANING COMPANY 416 TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL PARIS CASE 417 KEY TERMS 417 ENDNOTES 418 13 Benefits and Services 422 THE BENEFITS PICTURE TODAY 424 Policy Issues 424 THE STRATEGIC CONTEXT: NES Rentals 425 PAY FOR TIME NOT WORKED 425 Unemployment Insurance 425 Vacations and Holidays 427 Sick Leave 427 Evidence-Based HR: Tracking Sick Leave 428 HR AS A PROFIT CENTER: Cutting Absences at the Driver and Vehicle Licensing Agency 428 Parental Leave and the Family and Medical Leave Act 429 Severance Pay 431 Supplemental Unemployment Benefits 432 INSURANCE BENEFITS 432 Workers Compensation 432 Hospitalization, Health, and Disability Insurance 433 The Legal Side of Health Benefits 434 Trends in Employer Health Care Cost Control 435 Long-Term Care 437 Life Insurance 438 Benefits for Part-Time and Contingent Workers 438 RETIREMENT BENEFITS 438 Social Security 438
XVIII CONTENTS Pension Plans 438 Pension Planning and the Law 441 Pensions and Early Retirement 442 Improving Productivity Through HRIS: Online Benefits Management Systems 442 PERSONAL SERVICES AND FAMILY-FRIENDLY BENEFITS 443 Personal Services 443 Family-Friendly (Work Life) Benefits 443 Other Job-Related Benefits 445 Executive Perquisites 445 FLEXIBLE BENEFITS PROGRAMS 446 The Cafeteria Approach 446 Benefits and Employee Leasing 447 Flexible Work Schedules 448 CHAPTER SECTION SUMMARIES 449 DISCUSSION QUESTIONS 450 INDIVIDUAL AND GROUP ACTIVITIES 450 EXPERIENTIAL EXERCISE: REVISING THE BENEFITS PACKAGE 450 APPLICATION CASE: STRIKING FOR BENEFITS 451 CONTINUING CASE: CARTER CLEANING COMPANY 451 TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL PARIS CASE 452 KEY TERMS 452 ENDNOTES 453 PART 4 VIDEO CASES APPENDIX 456 PART FIVE EMPLOYEE RELATIONS 458 14 Ethics and Employee Rights and Discipline 458 ETHICS AND FAIR TREATMENT AT WORK 460 THE STRATEGIC CONTEXT: Berkshire Hathaway 460 What Is Ethics? 461 Ethics and the Law 461 Ethics, Justice, and Fair Treatment 461 Ethics, Public Policy, and Employee Rights 462 WHAT SHAPES ETHICAL BEHAVIOR AT WORK? 463 There s No One Smoking Gun 463 The Person (What Makes Bad Apples?) 464 Outside Forces That Shape Ethical Decisions (Bad Barrels) 464 In Summary: Some Things to Keep in Mind About Ethical Behavior at Work 466 USING HUMAN RESOURCE MANAGEMENT METHODS TO PROMOTE ETHICS AND FAIR TREATMENT 467 Selection 467 Ethics Training 468 Performance Appraisal 468 Reward and Disciplinary Systems 468 Managing Ethics Compliance 468 MANAGING EMPLOYEE DISCIPLINE AND PRIVACY 468 Fairness in Disciplining 469 Bullying and Victimization 469 What Causes Unfair Behavior 470 Basics of a Fair and Just Disciplinary Process 471 Employee Privacy 474 Employee Monitoring 474 MANAGING DISMISSALS 476 Termination at Will and Wrongful Discharge 476 Grounds for Dismissal 477 Avoiding Wrongful Discharge Suits 478
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LEARNING OBJECTIVES 1. Explain why
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CHAPTER 3 HUMAN RESOURCE MANAGEMENT
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CHAPTER 4 JOB ANALYSIS AND THE TALE
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LEARNING OBJECTIVES 1. List the ste
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CHAPTER 5 PERSONNEL PLANNING AND RE
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LEARNING OBJECTIVES 1. Explain what
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CHAPTER 6 EMPLOYEE TESTING AND SELE
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CHAPTER 7 INTERVIEWING CANDIDATES 2
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CHAPTER 8 TRAINING AND DEVELOPING E
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CHAPTER 10 EMPLOYEE RETENTION, ENGA
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LEARNING OBJECTIVES 1. Explain how
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CHAPTER 12 PAY FOR PERFORMANCE AND
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LEARNING OBJECTIVES 1. Name and def
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CHAPTER 13 BENEFITS AND SERVICES 42
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CHAPTER 14 ETHICS AND EMPLOYEE RIGH
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LEARNING OBJECTIVES 1. Give a brief
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CHAPTER 15 LABOR RELATIONS AND COLL
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LEARNING OBJECTIVES 1. Explain the
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CHAPTER 16 EMPLOYEE SAFETY AND HEAL
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CHAPTER 17 MANAGING GLOBAL HUMAN RE
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CHAPTER 18 MANAGING HUMAN RESOURCES
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A P P E N D I X A PHR and SPHR know
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APPENDIX B 653 The Baker panel look
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G L O S S A R Y action learning A t
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GLOSSARY 657 electronic performance
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GLOSSARY 659 It usually also involv
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GLOSSARY 661 role playing A trainin
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N A M E / O R G A N I Z A T I O N I
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NAME/ORGANIZATION INDEX 665 Carlson
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NAME/ORGANIZATION INDEX 667 F Faceb
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NAME/ORGANIZATION INDEX 669 456n129
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NAME/ORGANIZATION INDEX 671 London,
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NAME/ORGANIZATION INDEX 673 Patters
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NAME/ORGANIZATION INDEX 675 387n24,
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NAME/ORGANIZATION INDEX 677 Wolkins
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SUBJECT INDEX 679 Web sites, 442 Se
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SUBJECT INDEX 685 J Job aid, 258 Jo
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SUBJECT INDEX 687 virtual job fairs
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SUBJECT INDEX 691 on-the-job traini
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