本书从人力资源对管理者、员工和公司的影响及人力资源的保障、薪酬、发展、保护等方面着手，系统地讲述了人力资源的获取、开发、激励、保留等内容。
本书的一个重要特点在于理论和实践，特别是与中国人力资源管理实践的结合。本书关注人力资源管理方法在真实的组织环境和情境下的运用，现实主义、理解、批判和管理导向的思考始终贯穿全书。书中还提供了丰富的案例资源、人力资源管理杂志精彩文章摘录、练习和讨论题，是理论与实践相结合的完美之作，具有很强的可读性。
本书适合工商管理及其他相关专业本科生、研究生、MBA以及企业管理人员使用。
人力资源管理
(英文版·第11版)
Human Resource Management
11th Edition
（美） 约翰 M. 伊万切维奇 (John M. Ivancevich) 著
休斯敦大学
本书从人力资源对管理者、员工和公司的影响及人力资源的保障、薪酬、发展、保护等方面着手，系统地讲述了人力资源的获取、开发、激励、保留等内容，关注人力资源管理工具与方法在真实的组织环境和情境下的运用，现实主义、批判思维和管理导向的思考始终贯穿全书。
本书提供了丰富的案例资源、人力资源管理杂志精彩文章摘录、练习和讨论题，是理论与实践相结合的完美之作，具有很强的可读性，适用于人力资源管理等相关专业学生、MBA学员和企业人力资源经理等。
人力资源管理
本书从人力资源对管理者、员工和公司的影响及人力资源的保障、薪酬、发展、保护等方面着手，系统地讲述了人力资源的获取、开发、激励、保留等内容，关注人力资源管理工具与方法在真实的组织环境和情境下的运用，现实主义、批判思维和管理导向的思考始终贯穿全书。
本书提供了丰富的案例资源、人力资源管理杂志精彩文章摘录、练习和讨论题，是理论与实践相结合的完美之作，具有很强的可读性，适用于人力资源管理等相关专业学生、MBA学员和企业人力资源经理等。
加28324、20492、26643封面、作者、书号和定价
出版说明
编 委 会
总 序
导 读
第一部分 人力资源管理及环境的介绍
第1 章 人力资源管理概论/2
1.1 人力资源管理发展简史/5
1.2 人力资源管理的战略重要性/7
1.3 人力资源管理与组织效益/9
1.4 人力资源管理职能的目标/10
1.5 人力资源管理活动的主体/14
1.6 人力资源部门的运作/16
本章小结/20
关键术语/20
复习讨论题/21
应用案例1-1 /21
附录1A /25
注释/25
第2 章 战略人力资源管理指南/28
2.1 人力资源管理诊断模型/31
2.2 如何采取人力资源管理诊断模型/32
2.3 外部环境影响/33
2.4 内部环境影响/41
2.5 战略人力资源管理：成功的关键要素/45
2.6 人力资源管理所面临的战略挑战/47
2.7 人力资源管理诊断模型/53
2.8 令人满意的最终结果/54
本章小结/55
关键术语/57
复习讨论题/57
应用练习2-1 /57
应用案例2-1 /58
注释/60
第4 章 全球人力资源管理/63
4.1 全球化的视角/64
4.2 跨国公司中的外派管理人员/69
4.3 东道国员工与全球公司/76
4.4 全球人力资源管理的法律和民族环境/77
4.5 劳动关系和跨国企业/79
本章小结/81
关键术语/82
复习讨论题/82
应用练习4-1 /83
应用练习4-2 /84
应用案例4-1 /84
应用案例4-2 /85
注释/87
第二部分 人力资源获取
第5 章 人力资源规划与设计/94
5.1 人力资源规划/95
5.2 战略规划和人力资源规划/96
5.3 人力资源规划过程/97
5.4 人力资源信息系统/105
本章小结/108
关键术语/109
复习讨论题/109
应用案例5-1 /110
注释/111
第6 章 工作分析与设计/115
6.1 工作分析中的概念/117
6.2 工作分析的步骤/117
6.3 工作分析的作用/118
6.4 工作分析的主体/119
6.5 图表的运用/119
6.6 收集信息的方法/121
6.7 定量方法/125
6.8 工作描述/130
6.9 工作设计/135
本章小结/140
关键术语/141
复习讨论题/141
应用案例6-1 /142
应用案例6-2 /144
注释/145
第7 章 招聘/150
7.1 外部影响/153
7.2 被招聘者与组织的相互影响/155
7.3 招聘方法/158
7.4 现实的工作预告/165
7.5 招聘的替代选择/166
7.6 招聘的成本- 收益分析/167
7.7 常用招聘工具/167
本章小结/168
关键术语/169
复习讨论题/169
应用练习7-1 /170
应用案例7-1 /171
应用案例7-2 /173
注释/174
第8 章 甄选/179
8.1 甄选过程的影响因素/180
8.2 甄选的标准/181
8.3 甄选的程序/187
8.4 经理人员的甄选/201
8.5 甄选决策的成本- 收益分析/204
本章小结/204
关键术语/205
复习讨论题/205
应用练习8-1 /206
应用案例8-1 /206
应用案例8-2 /208
注释/209
第三部分 人力资源报酬
第9 章 绩效评估和管理/216
9.1 运用正式评估的案例/219
9.2 评估步骤/222
9.3 选择评估技术/226
9.4 绩效评估中的潜在问题/236
9.5 反馈面谈/242
本章小结/244
关键术语/245
复习讨论题/246
应用练习9-1/246
应用案例9-1 /249
应用案例9-2 /252
注释/255
第10 章 薪酬管理：概要/258
10.1 薪酬的目标/260
10.2 薪酬的外部影响因素/260
10.3 薪酬的内部影响因素/268
10.4 薪酬决定/272
本章小结/282
关键术语/282
复习讨论题/283
应用案例10-1 /283
注释/286
第11 章 薪酬管理：问题和政策/289
11.1 个人收入的决定/291
11.2 支付薪酬的方式/292
11.3 薪酬管理中的问题/308
本章小结/310
关键术语/311
复习讨论题/311
应用案例11-1 /311
注释/315
第12 章 福利管理/319
12.1 背景/321
12.2 法定福利计划/323
12.3 自愿提供的福利/327
12.4 退休收入/335
12.5 雇员服务/335
12.6 灵活的福利计划和补偿账户/337
12.7 管理一个有效的福利计划/338
12.8 对高代价的福利的总结分析/339
本章小结/340
关键术语/341
复习讨论题/341
应用案例12-1 /342
注释/345
第四部分 人力资源开发
第13 章 培训与开发/348
13.1 培训和开发概述/350
13.2 培训的介绍/352
13.3 管理培训计划/356
13.4 培训的开发：教学的方法/360
13.5 管理开发：一个概括/372
13.6 发展：个人技术/373
13.7 发展：团队建设/379
13.8 培训和开发的评估/380
本章小结/382
关键术语/383
复习讨论题/384
应用练习13-1 /384
应用案例13-1 /384
注释/386
第14 章 职业生涯规划与发展/390
14.1 职业生涯的概念/392
14.2 职业发展：一个保证/401
14.3 新雇用者的职业发展/403
14.4 职业生涯中期的职业发展/405
14.5 职业规划和职业路径/408
14.6 职业生涯发展方案中的问题和焦
点/412
本章小结/419
关键术语/419
复习讨论题/420
应用练习14-1 /420
应用案例14-1 /421
注释/423
第五部分 劳资关系和安全与健康促进
第15 章 劳资关系和集体谈判/428
15.1 集体谈判和工会组织的形成/430
15.2 劳工立法回顾/432
15.3 工会的组织机构及其管理/433
15.4 工会组织过程/435
15.5 集体谈判/437
15.6 未能达成协议/441
15.7 集体谈判合同管理/444
本章小结/446
关键术语/448
复习讨论题/448
应用练习15-1 /448
应用练习15-2 /449
应用案例15-1 /451
注释/454
第16 章 员工纪律管理/456
16.1 问题员工类型/458
16.2 纪律管理过程/468
16.3 纪律处分的方式/469
16.4 纪律处分面谈：一种建设性的方法/472
本章小结/473
关键术语/474
复习讨论题/474
应用练习16-1 /474
应用案例16-1 /475
注释/478
第17 章 关注员工安全和健康/480
17.1 背景/481
17.2 与工作相关的突发事件和病患产生原因/484
17.3 安全和健康涉及谁/486
17.4 组织的安全和健康问题/487
17.5 健康问题预防：一种好方法/489
17.6 安全和健康措施/491
17.7 安全和健康规划评估/498
本章小结/499
关键术语/500
复习讨论题/500
应用练习17-1 /501
应用案例17-1 /501
注释/503
Contents
PART 1
Introduction to Human
Resource Management And The
Environment 1
Chapter 1
Human Resource Management 2
A Brief History of Human Resource Management 5
Strategic Importance of HRM 7
HRM and Organizational Effectiveness 9
Objectives of the HRM Function 10
Helping the Organization Reach Its Goals 11
Efficiently Employing the Skills and Abilities of the Workforce 11
Providing Well-Trained and Well-Motivated Employees 12
Increasing easing Employees’ Job Satisfaction and Self-Actualization 12
Achieving Quality of Work Life 12
Communicating HRM Policies to All Employees 12
Maintaining Ethical Policies and Socially Responsible Behavior 13
Managing Change 13
Managing Increased Urgency and Faster Cycle Time 13
Who Performs Hrm Activities 14
Outsourcing 14
The Interaction of Operating and HR Managers 15
HRM’s Place in Management 15
HR Department Operations 16
HRM Strategy 16
Clarifying Meaningful HRM Objectives 17
HRM Policy 17
HRM Procedures 18
Organization of an HR Department 19
Summary 20
Key Terms 20
Questions for Review and Discussion 21
Application Case 1–1
The Human Resource Manager and Managing Multiple Responsibilities 21
Appendix 1A
Careers in HRM 25
Notes 25
Chapter 2
A Strategic Management Approach to Human Resource Management 28
A Model to Organize Hrm 31
How to Take a Diagnostic Approach to HRM 32
External Environmental Influences 33
Government Law and Regulations 33
The Union 34
Economic Conditions 34
Competitiveness 36
Composition and Diversity of the Labor Force 36
Geographic Location of the Organization 39
Internal Environmental Influences 41
Strategy 41
Goals 41
Organization Culture 43
Nature of the Task 43
Work Group 44
Leader’s Style and Experience 45
Strategies HRM: An Important Key to Success 45
Strategic Challenges Facing HRM 47
Technology 47
Diversity: Building a Competitive Workforce 48
Caliber of the Workforce 51
Organizational Restructuring and Downsizing 51
Contingent Workers 52
People and the HRM Diagnostic Framework 53
Abilities of Employees 53
Employees’ Attitudes and Preferences 53
Motivation of Employees 53
Personality of Employees 54
Desirable End Results 54
Summary 55
Key Terms 57
Questions for Review and Discussion 57
Exercise 2–1
Dissecting the ARDM Model and Its Application 57
Application Case 2–1
Culture Clash 58
Notes 60
Chapter 4
Global Human Resource Management 63
A Global Perspective 64
The Cultural Nature of Global HRM 66
The Concept of “Fit” in Global HRM 67
Multinational and Global Corporations 67
The Expatriate Manager in the Multinational Corporation 69
Selecting the Expatriate Manager 70
Culture Shock and the Expatriate Manager 71
Training the Expatriate Manager 73
Compensating the Expatriate Manager 75
Host Country Nationals and the Global Corporation 76
A Note on Global Corporate Boards of Directors 77
The Legal and Ethical Climate of Global HRM 77
Labor Relations and the International Corporation 79
Summary 81
Key Terms 82
Questions for Review and Discussion 82
Exercise 4–1
Development of Global Managers 83
Exercise 4–2
Avoiding Costly International HRM Mistakes 84
Application Case 4–1
Solving the Labor Dilemma in a Joint Venture in Japan 84
Application Case 4–2
Reverse Offshoring: A New Source of Jobs for College Graduates 85
Notes 87
PART 2
Acquiring Human Resources 93
Chapter 5
Human Resource Planning and Alignment 94
Human Resource Planning 95
Strategic and Human Resource Planning 96
The HR Planning Process 97
Situation Analysis and Environmental Scanning 97
Forecasting Demand for Employees 97
Analyzing the Current Supply of Employees 101
Action Decisions in Human Resource Planning 103
Human Resource Information Systems 105
Employees’ Privacy, Identity Theft, and HRIS 107
Summary 108
Key Terms 109
Questions for Review and Discussion 109
Application Case 5–1
Human Resource Planning and Virtual Human Resource Management 110
Notes 111
Chapter 6
Job Analysis and Design 115
The Vocabulary of Job Analysis 117
The Steps in Job Analysis 117
The Uses of Job Analysis 118
Who Should Conduct the Job Analysis 119
The Use of Charts 119
Methods of Data Collection 121
Observation 121
Interviews 124
Questionnaires 124
Job Incumbent Diary or Log 124
Which Method to Use 125
Specific Quantitative Techniques 125
Functional Job Analysis 125
Position Analysis Questionnaire 127
Management Position Description Questionnaire 129
Job Descriptions and Specifications 130
Job Analysis and Strategic Human Resource Management 134
Job Analysis and Employee Competencies 134
Job Design 135
Scientific Management and the Mechanistic Approach 135
Job Enrichment: A Motivational Approach 136
Work–Family Balance and Job Design 138
Job Design: The Next Challenge 140
Summary 140
Key Terms 141
Questions for Review and Discussion 141
Application Case 6–1
Job Analysis: Assistant Store Managers at Today ’s Fashion 142
Application Case 6–2
Job Analysis and Maternity Leave: Calming the Boss ’s and Co-workers ’ Nerves 144
Notes 145
Chapter 7
Recruitment 150
External Influences 153
Government and Union Restrictions 153
Labor Market Conditions 154
Composition of Labor Force and Location of
Organization 155
Interactions of the Recruit and the Organization 155
The Organization’s View of Recruiting 155
The Potential Employee’s View of Recruiting 156
Methods of Recruiting 158
Internal Recruiting 158
External Recruiting 159
Realistic Job Previews 165
Alternatives to Recruitment 166
Overtime 166
Outsourcing 166
Temporary Employment 166
Cost-Benefit Analysis of Recruiting 167
Summary 168
Key Terms 169
Questions for Review and Discussion 169
Exercise 7–1
Netiquette: Effectively Communicating with E-Mail 170
Application Case 7–1
E-Recruiting: Too Much of a Good Thing 171
Application Case 7–2
Are New Recruits Looking for Work–Life Balance 173
Notes 174
Chapter 8
Selection 179
Influences on the Selection Process 180
Environmental Circumstances Influencing
Selection 180
Selection Criteria 181
Categories of Criteria 182
Reliability and Validity of Selection Criteria 184
The Selection Process 187
Step 1: Preliminary Screening 187
Step 2: Employment Interview 190
Step 3: Employment Tests 194
Step 4: Reference Checks and Recommendations 199
Step 5: Selection Decision 199
Step 6: Physical Examinations 200
Selection of Managers 201
Cost-Benefit Analysis for the Selection
Decision 204
Summary 204
Key Terms 205
Questions for Review and Discussion 205
Exercise 8–1
Posting Your Résumé Online 206
Application Case 8–1
Internet-Based Reference Checks:A New Approach 206
Application Case 8–2
Are Traditional Résumés Gone Forever 208
Notes 209
PART 3
Rewarding Human
Resources 215
Chapter 9
Performance Evaluation and
Management 216
The Case for Using Formal Evaluation 219
Purposes of Evaluation 219
Performance Evaluation and the Law 220
Format of Evaluation 222
Establish Criteria 222
Set Policies on Who Evaluates, When, and How Often 223
Who Should Evaluate the Employee 223
Selected Evaluation Techniques 226
Individual Evaluation Methods 226
Multiple-Person Evaluation Methods 232
Management by Objectives 234
Which Technique to Use 236
Potential Problems in Performance Evaluations 236
Opposition to Evaluation 237
System Design and Operating Problems 237
Rater Problems 238
Eliminating Rater Errors 241
Avoiding Problems with Employees 241
The Feedback Interview 242
Summary 244
Key Terms 245
Questions for Review and Discussion 246
Exercise 9–1
Selecting and Appraising Administrative Assistants at
Row Engineering 246
Application Case 9–1
Evaluating Store Managers at Bridgestone/Firestone
Tire & Rubber 249
Application Case 9–2
The Politics of Performance Appraisal 252
Notes 255
Chapter 10
Compensation: An Overview 258
Objective of Compensation 260
External Influences on Compensation 260
The Labor Market and Compensation 260
Economic Conditions and Compensation 263
Government Influences and Compensation 263
Union Influences and Compensation 268
Internal Influences on Compensation 268
XVI
The Labor Budget 270
Who Makes Compensation Decisions 270
Pay ay and Employees’ Satisfaction 270
Pay and Employees’ Productivity 271
Compensation Decisions 272
The Pay-Level Decision 272
Pay Surveys 273
The Pay Structure Decision 275
Delayering and Broadbanding 280
The Individual Pay Decision 281
Summary 282
Key Terms 282
Questions for Review and Discussion 283
Application Case 10–1
The Comparable Worth Debate 283
Notes 286
Chapter 11
Compensation: Methods and Policies 289
Determination of Individual Pay 291
Methods of Payment 292
Flat Rates 292
Payment for Time Worked 292
Variable Pay: Incentive Compensation 293
Ownership 303
People-Based Pay 304
Executive Pay 305
Issues in Compensation Administration 308
Pay Secrecy or Openness 308
Pay Security 308
Pay Compression 309
Summary 310
Key Terms 311
Questions for Review and Discussion 311
Application Case 11-1
Customizing Bonus Pay Plans 311
Notes 315
Chapter 12
Employee Benefits and Services 319
Background 321
Why Do Employers Offer Benefits and Services 321
Who Makes Decisions about Benefits 321
Mandated Benefits Programs 323
Unemployment Insurance 323
Social Security 324
Workers’ Compensation 326
Voluntary Benefits 327
Compensation for Time Off 327
Paid Holidays 328
Paid Vacations 328
International Vacation Benefits 329
Personal Time Off 329
Sick Leave 330
Family Leave 330
Maternity and Parental Leave 331
Employer-Purchased Insurance 331
Health Insurance 331
Life Insurance 334
Disability Income Replacement Insurance 334
Income in Retirement 335
Retirement Income from Savings and Work 335
Employee Services 335
Stock Ownership Plans 335
Education Programs 336
Preretirement Programs 336
Child Care 336
Elder Care 336
Financial Services 337
Social and Recreational Programs 337
Flexible Benefits Plans and Reimbursement
Accounts 337
Managing an Effective Benefits Program 338
Step 1: Set Objectives and Strategy for Benefits 338
Step 2: Involve Participants and Unions 339
Step 3: Communicate Benefits 339
Step 4: Monitor Costs Closely 339
Cost-Benefit Analysis of Benefits 339
Summary 340
Key Terms 341
Questions for Review and Discussion 341
Application Case 12–1
Benefits Are Vanishing 342
Notes 345
PART 4
Developing Human
Resources 347
Chapter 13
Training and Development 348
Introduction to Orientation 350
Goals of Orientation 350
Who Orients New Employees 351
Orientation Follow-Up 352
Introduction to Training 352
Goals of Training 353
Learning Theory and Training 354
Training Activities 355
Managing the Training Program 356
XVII
Determining Needs and Objectives 356
Choosing Trainers and Trainees 360
Training and Development Instructional
Methods 360
On-the-Job Training 361
Case Method 362
Role-Playing 363
In-Basket Technique 363
Management Games 363
Behavior Modeling 364
Outdoor-Oriented Programs 365
Which Training and/or Development Approach Should
Be Used 365
Management Development: An Overview 372
What Is Management Development 372
Development: Individual Techniques 373
Goal Setting 373
Behavior Modification 375
Development: Team Building 379
Evaluation of Training and Development 380
Criteria for Evaluation 380
A Matrix Guide for Evaluation 381
Summary 382
Key Terms 383
Questions for Review and Discussion 384
Exercise 13–1
Assessing Training Needs 384
Application Case 13–1
Dunkin ’ Donuts and Domino ’s Pizza: Training for
Quality and Hustle 384
Notes 386
Chapter 14
Career Planning and Development 390
The Concept of Career 392
Career Stages 394
Career Choices 396
Career Development: A Commitment 401
Career Development for Recent Hirees 403
Causes of Early Career Difficulties 403
How to Counteract Early Career Problems 404
Career Development during Midcareer 405
The Midcareer Plateau 405
How to Counteract Midcareer Problems 406
Preretirement Problems 407
How to Minimize Retirement Adjustment
Problems 407
Career Planning and Pathing 408
Career Planning 408
Career Pathing 410
Career Development Programs: Problems and
Issues 412
Integrating Career Development and Workforce
Planning 412
Managing Dual Careers 412
Career Planning and Equal Employment
Opportunity 413
Downsizing and Job Loss 414
Summary 419
Key Terms 419
Questions for Review and Discussion 420
Exercise 14–1
My Career Audit 420
Application Case 14–1
The Dual-Career Couple 421
Notes 423
PART 5
Labor–Management Relations
and Promoting safety and
health 427
Chapter 15
Labor Relations and Collective
Bargaining 428
Early Collective Action and Union Formation 430
Labor Legislation Overview 432
National Labor Relations Act (Wagner Act) 432
Labor Management Relations Act (Taft-Hartley
Act) 433
Labor–Management Reporting and Disclosure Act
(Landrum-Griffin Act) 433
Structure and Management of Unions 433
Federation of Unions 433
Intermediate Union Bodies 434
National Unions 435
Local Unions 435
The Union Organizing Campaign 435
Authorization Card Campaign and Union
Certification 436
Collective Bargaining 437
Prenegotiation 438
Selecting the Negotiators 438
Developing a Bargaining Strategy 439
Using the Best Tactics 439
Reaching a Formal Contractual Agreement 440
Contract Ratification 441
Failure to Reach Agreement 441
Strikes 441
XVIII
Lockouts 442
Permanent Replacements 443
Third-Party Intervention 443
Administering the Contract 444
Discipline 444
Grievances 444
Arbitration 445
Summary 446
Key Terms 448
Questions for Review and Discussion 448
Exercise 15–1
Reporting on Labor Unions 448
Exercise 15–2
Union–Management Contract Negotiations 449
Application Case 15–1
The Union ’s Demand for Recognition and Bargaining
Rights 451
Notes 454
Chapter 16
Managing Employee Discipline 456
Categories of Difficult Employees 458
Category 1: Ineffective Employees 459
Category 2: Alcoholic and Substance-Abusing
Employees 459
Category 3: Participants in Theft, Fraud, and Other
Illegal Acts 461
Category 4: Rule Violators 466
The Discipline Process 468
Approaches to Discipline 469
The Hot Stove Rule 470
Progressive Discipline 470
Positive Discipline 470
The Disciplinary Interview: A Constructive
Approach 472
Summary 473
Key Terms 474
Questions for Review and Discussion 474
Exercise 16–1
Making Difficult Decisions 474
Application Case 16–1
The Case for and against Drug Testing 475
Notes 478
Chapter 17
Promoting Safety and Health 480
Background 481
Causes of Work-Related Accidents and Illnesses 484
Who Is Involved with Safety and Health 486
Organizational Responses to Safety and Health
Issues 487
Safety Design and Preventive Approaches 487
Inspection, Reporting, and Accident Research 488
Safety Training and Motivation Programs 488
Preventive Health Programs: A Wellness
Approach 489
Safety and Health Issues 491
Stress Management 491
Violence in the Workplace 493
Indoor Environmental Quality (IEQ) 494
HIV-AIDS in the Workplace 496
Cumulative Trauma Disorders (CTDs) 497
Evaluation of Safety and Health Programs 498
Summary 499
Key Terms 500
Questions for Review and Discussion 500
Exercise 17–1
Preparing for an OSHA Inspection 501
Application Case 17–1
Campus Food Systems 501
Notes 503
