The document provides instructions for a listening assignment to analyze the structure of the song "Bye-Bye Love" by describing its form using alphabetical symbols. It explains that each unique section of the song should be assigned a letter, with repeating sections getting the same letter. As an example, it notes that the song "Jingle Bells" has the structure A, A, B, B, A, A. The first section (the chorus) gets labeled A since it is the first part heard, and it repeats, so it gets two As. The second unique section (the verse) gets labeled B. The document provides this example to help the listener complete the first listening assignment by analyzing the song's form.

1. LISTENING ASSIGNMENT: Describe the form of Listening
Rest Part 1-B “Bye-Bye Love”, by using alphabetical symbols.
Each letter should indicate a unique section of the song, with
letters repeating if a song section repeats. (Usually a verse or a
chorus) (A, B, C etc.)
As this is your first listening test, let's review a few simple
methods that might help you to do your best. Listen to the song
in it's entirety, as if for FUN. Then listen again, thinking about
the different parts of the song. As you listen, jot down your
reflections as to what section you might be hearing, a chorus or
a verse. Any section that has the same melody gets the same
letter, no matter how different the words are.
Example: Jingle Bells = A, A, B, B, A, A
The Chorus, “Jingle Bells, Jingle Bells, Jingle all the Way”,
etc., would equal “A” because it is the first portion of the song
you hear. It is repeated, so you would put down two “A’s”.
The Verse, “Dashing through the Snow, In a One Horse Open
Sleigh” etc., would equal “B”, because it is the next portion of
the song that has a different melody.
Managing+Human+Resources+(8th+Edition)+-
+Luis+R.+Gomez-Mejia.pdf
MANAGING HUMAN RESOURCES
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2. MANAGING HUMAN RESOURCES
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E I G H T H E D I T I O N
Luis R. Gómez-Mejía
University of Notre Dame
David B. Balkin
University of Colorado, Boulder
Robert L. Cardy
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GÓmez-Mejía, Luis R.

5. Managing human resources / Luis R. GÓmez-Mejía, David B.
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1. Personnel management. I. Balkin, David B., 1948- II. Cardy,
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To my wife Ana, my two sons Vince and Alex,
and my daughter Dulce
—L.G.M.
To my parents, Daniel and Jeanne
—D.B.B.
To my family for their endless support and to Todd Snider
for the endless inspiration
—R.L.C.
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vii

7. Brief Contents
PART I Introduction 1
Chapter 1 Meeting Present and Emerging Strategic Human
Resource Challenges 1
PART II The Contexts of Human Resource Management 44
Chapter 2 Managing Work Flows and Conducting Job Analysis
44
Chapter 3 Understanding Equal Opportunity and the Legal
Environment 82
Chapter 4 Managing Diversity 118
PART III Staffing 149
Chapter 5 Recruiting and Selecting Employees 149
Chapter 6 Managing Employee Separations, Downsizing,
and Outplacement 181
PART IV Employee Development 203
Chapter 7 Appraising and Managing Performance 203
Chapter 8 Training the Workforce 235
Chapter 9 Developing Careers 261
PART V Compensation 286
Chapter 10 Managing Compensation 286
Chapter 11 Rewarding Performance 324
Chapter 12 Designing and Administering Benefits 360
PART VI Governance 399
Chapter 13 Developing Employee Relations 399
Chapter 14 Respecting Employee Rights and Managing
Discipline 428

8. Chapter 15 Working with Organized Labor 464
Chapter 16 Managing Workplace Safety and Health 500
Chapter 17 International HRM Challenge 529
viii
Contents
Preface xix
Acknowledgments xxv
About the Authors xxvii
PART I Introduction 1
Chapter 1 Meeting Present and Emerging Strategic Human
Resource Challenges 1
Human Resource Management: The Challenges 2
Environmental Challenges 3
Organizational Challenges 10
Competitive Position: Cost, Quality, or Distinctive Capabilities
10
Individual Challenges 17
Planning and Implementing Strategic HR Policies 20
The Benefits of Strategic HR Planning 21
The Challenges of Strategic HR Planning 22
Strategic HR Choices 24
Selecting HR Strategies to Increase Firm Performance 27
Fit with Organizational Strategies 28
Fit with the Environment 30
Fit with Organizational Characteristics 31
Fit with Organizational Capabilities 32

9. Choosing Consistent and Appropriate HR Tactics to Implement
HR Strategies 33
HR Best Practices 33
The HR Department and Managers: An Important Partnership 34
Specialization in Human Resource Management 35
Summary and Conclusions 35 • Key Terms 36 • Discussion
Questions 37
■ YOU MANAGE IT! 1: EMERGING TRENDS
Electronic Monitoring to Make Sure That No One Steps Out of
Line 38
■ YOU MANAGE IT! 2: ETHICS/SOCIAL RESPONSIBILITY
Embedding Sustainability into HR Strategy 40
■ YOU MANAGE IT! 3: DISCUSSION
Managers and HR Professional at Sands Corporation:
Friends or Foes? 41
■ YOU MANAGE IT! 4: DISCUSSION
The Enduring Wage Gap by Gender 42
PART II The Contexts of Human Resource Management 44
Chapter 2 Managing Work Flows and Conducting Job Analysis
44
Work: The Organizational Perspective 45
Strategy and Organizational Structure 45
Designing the Organization 46
Work-Flow Analysis 49
Business Process Reengineering 49
Work: The Group Perspective 50

10. Self-Managed Teams 50
Other Types of Teams 51
CONTENTS ix
Work: The Individual Perspective 53
Motivating Employees 53
Designing Jobs and Conducting Job Analysis 55
Job Design 55
Job Analysis 57
Job Descriptions 63
The Flexible Workforce 67
Contingent Workers 67
Flexible Work Schedules 72
The Mobile Workplace 73
Human Resource Information Systems 74
HRIS Applications 74
HRIS Security and Privacy 75
Summary and Conclusions 75 • Key Terms 76 • Discussion
Questions 77
■ YOU MANAGE IT! 1: ETHICS/SOCIAL RESPONSIBILITY
Are Companies Exploiting College Students Who Have Unpaid
Internships? 78
■ YOU MANAGE IT! 2: EMERGING TRENDS
Work–Life Balance Is the New Perk Employees Are Seeking 79
■ YOU MANAGE IT! 3: TECHNOLOGY/SOCIAL MEDIA
Yahoo CEO Issues a Ban on Telecommuting for Employees 80

11. ■ YOU MANAGE IT! 4: CUSTOMER-DRIVEN HR
Writing a Job Description 81
Chapter 3 Understanding Equal Opportunity and the Legal
Environment 82
Why Understanding the Legal Environment Is Important 84
Doing the Right Thing 84
Realizing the Limitations of the HR and Legal Departments 84
Limiting Potential Liability 84
Challenges to Legal Compliance 85
A Dynamic Legal Landscape 85
The Complexity of Laws 85
Conflicting Strategies for Fair Employment 85
Unintended Consequences 86
Equal Employment Opportunity Laws 86
The Equal Pay Act of 1963 87
Title VII of the Civil Rights Act of 1964 87
Defense of Discrimination Charges 89
Title VII and Pregnancy 90
Sexual Harassment 90
The Civil Rights Act of 1991 94
Executive Order 11246 95
The Age Discrimination in Employment Act of 1967 95
The Americans with Disabilities Act of 1990 96
EEO Enforcement and Compliance 99
Regulatory Agencies 99
Office of Federal Contract Compliance Programs (OFCCP) 100
Affirmative Action Plans 101
Other Important Laws 103
Avoiding Pitfalls in EEO 105

12. Provide Training 105
Establish a Complaint Resolution Process 105
Document Decisions 105
Be Honest 105
Ask Only for Information You Need to Know 106
x CONTENTS
Summary and Conclusions 109 • Key Terms 110 • Discussion
Questions 110
■ YOU MANAGE IT! 1: EMERGING TRENDS
Walgreens Leads the Way in Utilizing Workers with Disabilities
111
■ YOU MANAGE IT! 2: CUSTOMER-DRIVEN HR
Can an Employer Refuse to Hire or Retain Employees Who
Wear Tattoos? 112
■ YOU MANAGE IT! 3: DISCUSSION
Are Women Breaking Through the Glass Ceiling? 113
■ YOU MANAGE IT! 4: ETHICS/SOCIAL RESPONSIBILITY
Are Employee Noncompete Agreements Legally Enforceable? It
Depends 114
Appendix to Chapter 3 116
Human Resource Legislation Discussed in This Text 116
Chapter 4 Managing Diversity 118
What Is Diversity? 119
Why Manage Employee Diversity? 120

13. Affirmative Action Versus Managing Employee Diversity 120
Demographic Trends 120
Diversity as Part of Corporate Strategy 124
Challenges in Managing Employee Diversity 124
Diversity Versus Inclusiveness 125
Individual Versus Group Fairness 125
Resistance to Change 125
Group Cohesiveness and Interpersonal Conflict 125
Segmented Communication Networks 125
Resentment 125
Retention 126
Competition for Opportunities 126
Diversity in Organizations 126
African Americans 126
Asian Americans 127
People with Disabilities 128
The Foreign Born 129
Homosexuals 130
Latinos (Hispanic Americans) 131
Older Workers 132
Religious Minorities 133
Women 135
Improving the Management of Diversity 137
Creating an Inclusive Organizational Culture 137
Top-Management Commitment to Valuing Diversity 138
Appraising and Rewarding Managers for Good Diversity
Practices 138
Diversity Training Programs 138
Support Groups 139
Accommodation of Family Needs 139
Senior Mentoring Programs 141
Apprenticeships 141
Communication Standards 141

14. Diversity Audits 141
Management Responsibility and Accountability 141
Some Warnings 142
Avoiding the Appearance of “White Male Bashing” 142
Avoiding the Promotion of Stereotypes 142
Summary and Conclusions 142 • Key Terms 143 • Discussion
Questions 143
■ YOU MANAGE IT! 1: TECHNOLOGY/SOCIAL MEDIA
Hiring Who You Know as a Threat to Diversity 145
CONTENTS xi
■ YOU MANAGE IT! 2: EMERGING TRENDS
Why Women Lag Behind in MBA Programs 145
■ YOU MANAGE IT! 3: ETHICS/SOCIAL RESPONSIBILITY
Interpreting the Americans with Disabilities Act: The Hot
Frontier
of Diversity Management 146
■ YOU MANAGE IT! 4: DISCUSSION
Conflict at Northern Sigma 147
PART III Staffing 149
Chapter 5 Recruiting and Selecting Employees 149
Human Resource Supply and Demand 150
A Simplified Example of Forecasting Labor Demand and Supply
152
Forecasting Techniques 154

15. The Hiring Process 155
Challenges in the Hiring Process 155
Determining Characteristics Important to Performance 156
Measuring Characteristics That Determine Performance 156
The Motivation Factor 156
Who Should Make the Decision? 157
Meeting the Challenge of Effective Staffing 157
Recruitment 157
Sources of Recruiting 158
Selection 163
Reliability and Validity 163
Selection Tools as Predictors of Job Performance 164
Combining Predictors 171
Selection and Person/Organization Fit 171
Reactions to Selection Devices 172
Legal Issues in Staffing 173
Discrimination Laws 173
Affirmative Action 173
Negligent Hiring 174
Summary and Conclusions 174 • Key Terms 175 • Discussion
Questions 175
■ YOU MANAGE IT! 1: CUSTOMER-DRIVEN HR
Women: Keeping the Supply Lines Open 176
■ YOU MANAGE IT! 2: ETHICS/SOCIAL RESPONSIBILITY
What a Fraud! 177
■ YOU MANAGE IT! 3: TECHNOLOGY/SOCIAL MEDIA
Social Media in the Hiring Process 178

16. ■ YOU MANAGE IT! 4: ETHICS/SOCIAL RESPONSIBILITY
Fitting in Social Responsibility 179
■ YOU MANAGE IT! 5: EMERGING TRENDS
One Job, Many Roles 180
Chapter 6 Managing Employee Separations, Downsizing,
and Outplacement 181
What Are Employee Separations? 182
The Costs of Employee Separations 182
The Benefits of Employee Separations 186
Types of Employee Separations 186
Voluntary Separations 186
Involuntary Separations 187
Managing Early Retirements 190
The Features of Early Retirement Policies 190
Avoiding Problems with Early Retirements 190
xii CONTENTS
Managing Layoffs 191
Alternatives to Layoffs 191
Implementing a Layoff 192
Outplacement 195
The Goals of Outplacement 196
Outplacement Services 196
Summary and Conclusions 196 • Key Terms 197 • Discussion
Questions 197

17. ■ YOU MANAGE IT! 1: GLOBAL
Turnover: A Global Management Issue 198
■ YOU MANAGE IT! 2: ETHICS/SOCIAL RESPONSIBILITY
Employment-at-Will: Fair Policy? 199
■ YOU MANAGE IT! 3: CUSTOMER-DRIVEN HR
From Turnover to Retention: Managing to Keep Your Workers
200
■ YOU MANAGE IT! 4: TECHNOLOGY/SOCIAL MEDIA
You’re Fired! 201
PART IV Employee Development 203
Chapter 7 Appraising and Managing Performance 203
What Is Performance Appraisal? 205
The Uses of Performance Appraisal 206
Identifying Performance Dimensions 206
Measuring Performance 207
Measurement Tools 208
Measurement Tools: Summary and Conclusions 214
Challenges to Effective Performance Measurement 215
Rater Errors and Bias 216
The Influence of Liking 217
Organizational Politics 217
Individual or Group Focus 219
Legal Issues 219
Managing Performance 220
The Appraisal Interview 221
Performance Improvement 223

18. Identifying the Causes of Performance Problems 223
Developing an Action Plan and Empowering Workers to Reach a
Solution
225
Directing Communication at Performance 225
Summary and Conclusions 226 • Key Terms 226 • Discussion
Questions 227
■ YOU MANAGE IT! 1: ETHICS/SOCIAL RESPONSIBILITY
Rank and Yank: Legitimate Performance Improvement Tool or
Ruthless
and Unethical Management? 228
■ YOU MANAGE IT! 2: GLOBAL
Competencies in a Global Environment 229
■ YOU MANAGE IT! 3: TECHNOLOGY/SOCIAL MEDIA
Going Digital with Appraisal 230
■ YOU MANAGE IT! 4: ETHICS/SOCIAL RESPONSIBILITY
Let’s Do It Right 231

19. ■ YOU MANAGE IT! 5: CUSTOMER-DRIVEN HR
Build on Their Strengths 232
Appendix to Chapter 7 233
The Critical-Incident Technique: A Method for Developing a
Behaviorally
Based Appraisal Instrument 233
Chapter 8 Training the Workforce 235
Key Training Issues 236
Training Versus Development 237
Challenges in Training 239
Is Training the