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vi Contents
Appendix: Calculating Employee Turnover

and Absenteeism 83
A.1 Employee Turnover Rates 83
A.1a Computing the Turnover Rate 83
A.1b Determining the Costs of Turnover 84
A.2 Employee Absenteeism Rates 84
A.2a Computing Absenteeism Rates 84
Highlights in HRM 4: Costs Associated with the Turnover of
One Computer Programmer 85
A.2b Comparing Absenteeism Data 85
A.2c Costs of Absenteeism 86
A.2d Absenteeism and HR Planning 86
Notes and References 86
Part 2 Meeting Human Resources Requirements

Chapter 3 Equal Employment Opportunity and Human
Resources Management 89
3.1 Historical Perspective of EEO Legislation 91
3.1a Changing National Values 92
3.1b Early Legal Developments 92
3.2 Government Regulation of Equal Employment Opportunity 92
3.2a Major Federal Laws 93
Highlights in HRM 1: Test Your Knowledge of Equal Employment
Opportunity Law 94
3.2b Other Federal Laws and Executive Orders 103
3.2c Fair Employment Practice Laws 105
3.3 Other Equal Employment Opportunity Issues 105
3.3a Sexual Harassment 105
3.3b Sexual Orientation 107
3.3c Immigration Reform and Control 107
Highlights in HRM 2: Questions Used to Audit Sexual Harassment
in the Workplace 108
3.3d Emerging Employment Discrimination Issues 109
3.4 U niform Guidelines on Employee Selection Procedures 110
3.5 Enforcing Equal Employment Opportunity Legislation 112
3.5a The Equal Employment Opportunity Commission 113
3.5b Record-Keeping and Posting Requirements 113
3.5c Processing Discrimination Charges 113
Highlights in HRM 3: EEOC Poster 114
3.5d Preventing Discrimination Charges 115
3.6 Affirmative Action and Diversity Management 116
3.6a Court Decisions 117
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Contents vii
Highlights in HRM 4: Basic Steps in Developing an Effective

Affirmative Action Program 118
3.6b Beyond Affirmative Action: Leveraging Diversity 119
Highlights In HRM 5: Embracing Diversity and Leveraging Employee
Differences 121
Summary 122
Key Terms 122
Discussion Questions 123
Case Study 1: Going to the Dogs 123
HRM Experience: Sexual Harassment: A Frank Discussion 124
Case Study 2: Misplaced Affections: Discharge for Sexual Harassment 125
Appendix: Determining Adverse Impact 129

A.1 The Four-Fifths Rule 129
Chapter 4 Job Analysis and Job Design 131

4.1 What Is a Job Analysis and How Does
It Affect Human Resources Management? 132
4.1a Major Parts of the Job Analysis 132
4.2 Sources of Job Analysis Information 134
Highlights in HRM 1: The Job Analysis Interview 135
4.2a Controlling the Accuracy of the Job Data Collected 136
4.2b Other Sources of Job Analysis Information 137
4.2c Parts of a Job Description 139
Highlights in HRM 2: Job Identification 141
4.2d Writing Clear and Specific Job Descriptions 142
4.3 Job Design 143
4.3a Ergonomics 144
4.3b Enrichment 145
Highlights in HRM 3: Empowered Employees Achieve Results 147
4.4 Employee Teams and Flexible Work Schedules 149
4.4a Employee Teams 149
4.4b Flexible Work Schedules 153
Summary 158
Key Terms 158
HRM Experience: Establishing Ground Rules for a Team’s Success 159
Case Study 1: Yahoo Cuts the Cord on Telecommuting 160
Case Study 2: Virtual Teams in Action: Building the F-35 Fighter 161
viii Contents
Part 3 Developing Effectiveness in Human Resources

Chapter 5 Expanding the Talent Pool: Recruitment
and Careers 165
5.1 Business Strategies and Their Link to Strategic Recruiting 166
5.1a Elements of a Recruiting Strategy 166
5.2 External and Internal Recruiting Methods 172
5.2a External Recruiting Methods 172
Highlights in HRM 1: Marriott’s Recruitment Principles: Living Up
to the Employment Brand 173
Highlights in HRM 2: Making Employee Referral Programs Work 177
Highlights in HRM 3: Making Your Internship Program a Success 180
Highlights in HRM 4: Is a Worker an Independent Contractor—or Not? 182
5.2b Internal Recruiting Methods 182
5.3 Improving the Effectiveness of Recruiting 185
5.3a Using Realistic Job Previews 185
5.3b Surveys 185
5.3c Recruiting Metrics 186
Highlights in HRM 5: How to Calculate Key Recruiting Metrics 187
5.4 Career Management: Developing Talent over Time 188
5.4a T he Goal: Matching the Needs of the Organization
to the Needs of Employees 188
5.4b Identifying Career Opportunities and Requirements 190
Highlights in HRM 6: Career Path of Jeff Bezos, Founder of Amazon.com 193
5.4c Career Development Initiatives 195
Highlights in HRM 7: Myths about Mentors 197
Highlights in HRM 8: Establishing a Relationship with a Mentor 198
5.5 Developing a Diverse Talent Pool 199
5.5a Recruiting and Developing Women 199
5.5b Recruiting and Developing Minorities 201
Highlights in HRM 9: Recruiting for Diversity 202
5.5c Recruiting the Disabled 203
5.5d Recruiting Veterans 204
Highlights in HRM 10: Hiring and Retaining Employees with Disabilities 205
5.5e Recruiting Older Employees 205
Summary 206
Key Terms 207
HRM Experience: Career Management 208
Case Study 1: Homegrown Talent: Mary Barra Rises to GM’s Top Post 208
Case Study 2: Preparing a Career Development Plan 209
Contents ix
Appendix: Personal Career Development 212

A.1 Developing Personal Skills and Competencies 212
A.2 Choosing a Career 212
A.3 Consider the Boundaryless Career 212
Highlights in HRM 11: Seven “Must Have” Career Competencies 213
A.3a Career-Planning Resources 214
A.4 Self-Evaluation 215
A.4a Interest Inventories 215
A.4b Informational Interviews, Job Shadowing,
and Internships 216
A.4c Evaluating Long-Term Employment Opportunities 216
A.5 Choosing an Employer 217
A.6 Becoming an Entrepreneur 217
Highlights in HRM 12: Questions to Ask Yourself Before You Accept a Job 218
A.7 Keeping Your Career in Perspective 218
A.7a Developing Off-the-Job Interests 218
A.7b Balancing Marital and/or Family Life 219
A.7c Planning for Retirement 220
Key Terms 220
Chapter 6 Employee Selection 223

6.1 Overview of the Selection Process 224
6.1a Begin with a Job Analysis 225
6.1b Steps in the Selection Process 225
6.1c Obtaining Reliable and Valid Information 226
6.2 Initial Screening 226
6.2a Initial Screening Methods 227
Highlights in HRM 1: What to Include—and Not to Include—on a Job
Application Form 230
6.3 Employment Interviews 230
6.3a Types of Interviews 231
Highlights in HRM 2: Sample Situational Interview Question 233
6.3b Methods for Administering Interviews 233
Highlights in HRM 3: Hiring Managers Reveal Mistakes Candidates Make during
Job Interviews 235
6.3c D
iversity Management: Could Your Questions
Get You into Legal Trouble? 235
Highlights in HRM 4: Appropriate and Inappropriate Interview Questions 236
6.4 Post-Interview Screening 236
6.4a Reference Checks 237
6.4b Background Checks 237
Highlights in HRM 5: Sample Reference-Checking Questions 238
x Contents
6.5 Preemployment Tests 239

6.5a Types of Tests 240
6.5b Determining the Validity of Tests 246
6.6 Reaching a Selection Decision 248
6.6a Summarizing Information about Applicants 248
6.6b Decision-Making Strategy 248
6.6c Final Decision 252
Summary 253
Key Terms 254
HRM Experience: Designing Selection Criteria and Methods 255
Case Study 1: Job Candidate Assessment Tests Go Virtual 255
Case Study 2: Pros and Cons of Cleaning Up the “Resu-mess” 256
Chapter 7 Training and Development 261

7.1 The Scope of Training 262
7.1a A Strategic Approach to Training 263
7.2 Phase 1: Conducting the Needs Assessment 263
7.2a Organization Analysis 265
7.2b Task Analysis 266
Highlights in HRM 1: A Competency Assessment for a Managerial Position 267
7.2c Person Analysis 267
7.3 Phase 2: Designing the Training Program 268
7.3a Developing Instructional Objectives 268
7.3b Assessing the Readiness and Motivation of Trainees 268
7.3c Incorporating the Principles of Learning 268
7.3d Characteristics of Instructors 272
7.4 Phase 3: Implementing the Training Program—Training
Delivery Methods 272
7.5 Phase 4: Evaluating the Training Program 281
7.5a Criterion 1: Reactions 281
7.5b Criterion 2: Learning 281
7.5c Criterion 3: Behavior 282
7.5d Criterion 4: Results, or Return on Investment (ROI) 282
Highlights in HRM 2: Benchmarking HR Training 284
7.6 Additional Training and Development Programs 284
7.6a Orientation and Onboarding 284
Highlights in HRM 3: Checklist for Orienting New Employees 286
7.6b Basic Skills Training 287
7.6c Team Training and Cross-Training 287
7.6d Ethics Training 289
7.6e Diversity Training 290
Contents xi
Summary 291
HRM Experience: Training and Learning Principles 292
Key Terms 292
Case Study 1: Whirlpool Mixes Up Its Managerial Training: Closed-Looped
Methodology Brings Learning Full Circle 293
Case Study 2: Loews Hotels: Training for Four-Diamond Service and More 294
Chapter 8 Performance Management 299

8.1 Performance Management Systems 300
8.1a The Purposes of Performance Management 300
8.1b Why Performance Management Systems
Sometimes Fail 303
8.2 Developing an Effective Performance Management System 306
8.2a What Are the Performance Standards? 306
8.2b Do Your Evaluations Comply with the Law? 308
8.2c Who Should Appraise an Employee’s Performance? 310
8.2d Putting It All Together: 360-Degree Evaluations 312
8.2e Training Appraisers 313
Highlights in HRM 1: Supervisor’s Checklist for the Performance
Evaluation Meeting 317
8.3 Performance Evaluation Methods 317
8.3a Trait Methods 317
Highlights in HRM 2: Graphic Rating Scale with Provision
for Comments 318
Highlights in HRM 3: Example of a Mixed-Standard Scale 320
8.3b Behavioral Methods 320
Highlights in HRM 4: BARS and BOS Examples 322
8.3c Results Methods 322
Highlights in HRM 5: Personal Scorecard 325
8.3d Which Performance Evaluation Method Should You Use? 326
8.4 Performance Evaluation Meetings and Feedback Sessions 327
8.4a T ypes of Performance Evaluation Meetings
and Feedback Sessions 327
8.4b Conducting the Performance Evaluation
Meeting or Feedback Session 328
8.4c Improving Performance 331
Summary 333
Key Terms 334
HRM Experience: Performance Diagnosis 335
xii Contents
Case Study 1: “Project Oxygen” Resuscitates Google’s Poor-Performing Bosses 335

Case Study 2: Performance Management System Helps Freeport-McMoRan Switch
Strategic Gears 336
Part 4 Implementing Compensation and Security

Chapter 9 Managing Compensation 343
9.1 What Is Compensation? 344
9.2 Strategic Compensation 346
9.2a Linking Compensation to Organizational Objectives 347
9.2b The Pay-for-Performance Standard 348
9.2c The Bases for Compensation 352
9.3 Compensation Design—The Pay Mix 354
9.3a Internal Factors 354
Highlights in HRM 1: Comparison of Compensation Strategies 356
9.3b External Factors 357
9.4 Job Evaluation Systems 360
9.4a Job Ranking System 361
9.4b Job Classification System 361
9.4c Point System 361
9.4d Work Valuation 362
9.4e Job Evaluation for Management Positions 363
9.5 Compensation Implementation—Pay Tools 363
9.5a Wage and Salary Surveys 363
Highlights in HRM 2: Bureau of Labor Statistics National Compensation
Survey 365
9.5b The Wage Curve 365
9.5c Pay Grades 365
9.5d Rate Ranges 366
9.5e Competence-Based Pay 367
9.6 Government Regulation of Compensation 369
9.6a Davis–Bacon Act of 1931 369
Highlights in HRM 3: Minimum Wage Laws in the States 370
9.6b Walsh–Healy Act of 1936 370
9.6c Fair Labor Standards Act of 1938 (as amended) 370
Highlights in HRM 4: Worldwide Minimum Wages 371
Highlights in HRM 5: The Federal Wage Poster 373
9.7 Compensation Assessment 374
Summary 376
Key Terms 376
HRM Experience: Why This Salary? 377
Contents xiii
Case Study 1: Pay Decisions at Performance Sports 378

Case Study 2: An In-N-Out Pay Strategy: Costa Vida’s Decision to Boost Pay 378
Chapter 10 Pay-for-Performance: Incentive Rewards 383

10.1 Strategic Reasons for Incentive Plans 384
10.1a Incentive Plans as Links to Organizational Objectives 386
10.1b Requirements for a Successful Incentive Plan 387
10.2 Setting Performance Measures 388
Highlights in HRM 1: Setting Performance Measures—The Keys 389
10.3 Administering Incentive Plans 389
10.4 Individual Incentive Plans 390
10.4a Piecework 391
10.4b Standard Hour Plan 392
10.4c Bonuses 392
10.4d Merit Pay 393
10.4e Incentive Awards and Recognition 394
10.4f Sales Incentives 395
Highlights in HRM 2: Customize Your Noncash Incentive Awards 397
10.5 Group Incentive Plans 398
10.5a Team Compensation 398
10.5b Gainsharing Incentive Plans 399
Highlights in HRM 3: Lessons Learned: Designing Effective Team
Incentives 401
10.6 Enterprise Incentive Plans 401
10.6a Profit Sharing Plans 402
10.6b Stock Options 403
Highlights in HRM 4: Employee Stock Option Plans 404
10.6c Employee Stock Ownership Plans 404
10.7 Incentives for Professional Employees 405
10.8 Incentives for Executives 407
10.8a The Executive Pay Package 407
10.8b Executive Compensation: Ethics and Accountability 410
Highlights in HRM 5: The “Sweetness” of Executive Perks 411
10.8c Executive Compensation Reform 411
Summary 412
Key Terms 412
HRM Experience: Awarding Salary Increases 413
Case Study 1: United States Auto Industry Back on Top … of CEO Pay 414
Case Study 2: Team-Based Incentives: Not Your Usual Office 414
xiv Contents
Chapter 11 Employee Benefits 419

11.1 Elements of a Successful
Benefits Program 420
11.1a Selecting Benefits 421
11.1b Administering Benefits 422
11.1c Communicating Employee Benefits 423
11.2 Employee Benefits Required by Law 429
11.2a Social Security Insurance 429
Highlights in HRM 1: A Personalized Statement of Benefits Costs 430
Highlights in HRM 2: Who Is Eligible to Collect Disability Payments under the
Social Security Act? 432
11.2b Unemployment Insurance 433
11.2c Workers’ Compensation Insurance 433
11.2d COBRA Insurance 434
11.2e Benefits Provided by the Patient Protection
and Affordable Care Act 434
11.2f Benefits Provided under the Family
and Medical Leave Act 435
Highlights in HRM 3: Your Rights under the Family and Medical Leave Act 436
11.3 Work-Life Discretionary Benefits 437
11.3a Child and Elder Care 438
11.3b Payment for Time Not Worked 439
Highlights in HRM 4: Other Methods for Containing Health Care Costs 440
11.3c Life Insurance 442
11.3d Long-Term Care Insurance 443
11.3e Other Benefits and Services 443
11.3f Pension Plans 445
11.3g Domestic Partner Benefits 448
Summary 449
Key Terms 450
HRM Experience: Understanding Employer Benefit Programs 451
Case Study 1: Adobe’s Family-Friendly Benefits: An Unexpected Backlash 451
Case Study 2: Evaluate the Work-Life Climate in Your Company 452
Chapter 12 Promoting Safety and Health 457

12.1 Safety and Health: It’s the Law 458
12.1a OSHA’s Coverage 459
12.1b OSHA Standards 459
12.1c Enforcing OSHA Standards 459
12.1d OSHA Consultation Assistance 461
12.1e Responsibilities and Rights under OSHA 462
Contents xv
Highlights in HRM 1: What Are My Responsibilities under the OSH Act? 463
12.1f OSHA’s Enforcement Record 464
12.2 Promoting a Safe Work Environment 465
12.2a Creating a Culture of Safety 465
Highlights in HRM 2: Test Your Safety Smarts 466
12.2b Enforcing Safety Rules 468
12.2c Investigating and Recording Accidents 470
12.2d Safety Hazards and Issues 470
12.3 Creating a Healthy Work Environment 476
Highlights in HRM 3: Emergency Readiness Checklist 477
12.3a Ergonomics 478
Highlights in HRM 4: Job Safety and Health Protection Poster 479
12.3b Health Hazards and Issues 480
12.3c Building Better Physical and Emotional Health among Employees 484
Highlights in HRM 5: Substance Abuse Policy Statement for the
“Red Lions” 489
Summary 490
Key Terms 490
Case Study 1: Rambo Goes Violent 491
Case Study 2: Too Much Fatigue and Stress? You Decide 491
Part 5 Enhancing Employee-Management Relations

Chapter 13 Employees Rights and Discipline 497
13.1 Employee Rights and Privacy 498
13.1a Employee Rights versus Employer Responsibilities 499
13.1b Negligent Hiring 499
13.1c Job Protection Rights 499
Highlights in HRM 1: Examples of Employment-at-Will
Statements 505
13.1d Privacy Rights 506
13.1e Electronic Surveillance 508
Highlights in HRM 2: A Sample Electronic Communications Policy 510
13.2 Disciplinary Policies and Procedures 517
13.2a The Result of Inaction 518
13.2b Setting Organizational Rules 519
13.2c Investigating a Disciplinary Problem 519
13.2d Approaches to Disciplinary Action 521
13.2e Discharging Employees 522
13.2f Alternative Dispute Resolution Procedures 524
13.3 Managerial Ethics in Employee Relations 527
xvi Contents
Summary 528
Key Terms 528
HRM Experience: Learning about Employee Rights 529
Case Study 1: Discharged for Off-Duty Behavior 530
Case Study 2: You Can’t Fire Me! Check Your Policy 530
Chapter 14 The Dynamics of Labor Relations 535

14.1 The Labor Relations Process 536
14.1a Why Employees Unionize 536
14.1b Union Avoidance Practices 538
14.1c Organizing Campaigns 540
Highlights in HRM 1: Test Your Labor Relations Know-How 541
Highlights in HRM 2: A Timeline of Government Involvement in American Labor
Relations 542
14.1d Employer Tactics Opposing Unionization 545
14.1e How Employees Become Unionized 545
Highlights in HRM 3: United Food and Commercial Workers International Union
Authorization Card 546
14.1f NLRB Representation Election 546
Highlights in HRM 4: Employer “Don’ts” during Union Organizing
Campaigns 547
14.1g Impact of Unionization on Managers 548
Highlights in HRM 5: NLRB Election Poster 549
14.2 The Bargaining Process 550
14.2a Preparing for Negotiations 550
14.2b Gathering Bargaining Data 551
14.2c Developing Bargaining Strategies and Tactics 551
14.2d Negotiating the Labor Agreement 552
14.2e Good-Faith Bargaining 552
14.2f Interest-Based Bargaining 554
14.2g Management and Union Power
in Collective Bargaining 554
14.2h Resolving Bargaining Deadlocks 556
14.3 The Labor Agreement 556
14.3a The Issue of Management Rights 556
Highlights in HRM 6: Items in a Labor Agreement 557
14.3b Union Security Agreements 557
14.4 Administration of the Labor Agreement 559
14.4a Negotiated Grievance Procedures 559
14.4b The Grievance Procedure in Action 559
14.4c Grievance Arbitration 560
Contents xvii
14.5 Contemporary Challenges to Labor Organizations 562

14.5a Decrease in Union Membership 562
14.5b Globalization and Technological Change 563
Summary 564
Key Terms 565
HRM Experience: Learn about Unions 566
Case Study 1: The New Union Battles: Public Unions vs. Rich World
Governments 566
Case Study 2: The Arbitration Case of Jesse Stansky 568
Part 6 Expanding Human Resources Management

Horizons
Chapter 15 International Human Resources Management 573
15.1 Analyzing Your International Environment 575
15.1a Political Factors 575
15.1b Economic Factors 575
15.1c Sociocultural Factors 576
15.1d Technological Factors 577
15.1e Analyzing Your International Operations 578
15.2 Managing Your International Operations 580
15.2a Recruiting Internationally 582
15.2b Selecting Employees Internationally 585
Highlights in HRM 1: Skills of Expatriate Managers 588
15.2c Training and Development 589
15.2d Content of Training Programs 590
Highlights in HRM 2: Nonverbal Communications in Different Cultures 593
Highlights in HRM 3: Repatriation Checklist 598
15.3 Compensation 598
15.3a Compensation of Host-Country Employees 599
15.3b Compensation of Host-Country Managers 601
15.3c Compensation of Expatriate Managers 601
15.3d Performance Appraisal 604
15.4 Analyzing the International Labor Environment 608
15.4a Collective Bargaining in Other Countries 608
15.4b International Labor Organizations 609
15.4c Labor Participation in Management 610
Summary 611
Key Terms 611
HRM Experience: An American (Expatriate) in Paris 612
xviii Contents
Case Study 1: How about a 900 Percent Raise? 613

Case Study 2: A “TurnAround” Repatriate Plan: U.S. Company Moves Indian Workers
Back Home 614
Chapter 16 Implementing HR Strategy:

High-Performance Work Systems 621
16.1 Fundamental Principles 623
16.1a Egalitarianism and Engagement 624
16.1b Shared Information and Trust 625
16.1c Knowledge Development 626
16.1d Performance-Reward Linkage 627
16.2 Designing High-Performance Work Systems 627
16.2a Work-Flow Design and Teamwork 627
16.2b Complementary Human Resources
Policies and Practices 629
16.2c Supportive Information Technologies 632
16.3 Strategic Alignment 632
16.3a Ensuring Horizontal Fit 633
16.3b Establishing Vertical Fit 633
Highlights in HRM 1A: Diagnosing Horizontal Fit 634
Highlights in HRM 1B: Testing the Alignment of the HR System with HR
Deliverables 635
16.3c Assessing Strategic Alignment: The HR Scorecard 635
Highlights in HRM 1C: Testing the Alignment of HR Deliverables 636
16.4 Implementing the System 636
16.4a B
uilding a Business Case for Change
and Engaging Stakeholders 637
16.4b Establishing a Communications Plan 638
16.4c Evaluating and Sustaining the Success of the System 640
16.5 Outcomes of High-Performance Work Systems 643
16.5a Employee Outcomes and Quality of Work Life 643
16.5b Organizational Outcomes and Competitive Advantage 643
Summary 645
Key Terms 645
HRM Experience: Assessing the Strategic Fit of High-Performance Work
Systems 646
Case Study 1: How Implementing an HPWS Fortified the Snack-Food Maker
Snyder’s-Lance 647
Case Study 2: Whole Foods Market 648
Preface
The 17th edition of Managing Human Resources will place your students at the forefront
of understanding how organizations can gain a sustainable competitive a dvantage
through people. The role of HR managers is no longer limited to service functions
such as recruiting, payroll, and benefits. Today, HR managers assume an active role
in the strategic planning and decision making within their organizations. Those man-
agers who are good at it have a major impact on the success of their firms and have
elevated the practice of human resources in terms of its importance in the C-suites of
their organizations. And human resource management is not limited to the HR staff.
The best organizations recognize that managing people is the job of every manager,
working in partnership with HR.
Each edition of the book highlights the ways in which the environment for man-
aging human resources is changing somewhat but reveals that the goal of utilizing an
organization’s talent in the best way possible never changes. Consequently, the pur-
pose of this book is always twofold: (1) To equip students with the tools and practices
of human resources management and an appreciation for the changes they can ef-
fect by understanding how best to manage people and (2) to present the most current
challenges and opportunities graduating students will face when it comes to today’s
human resource management environment. These challenges exist both for those who
will become HR managers and those who will go on to become other types of managers.
Toward that end, the first chapter of the book lays out in broad terms the key
challenges in HRM today. It includes a discussion of the HR strategies pursued by
firms and the importance of retaining and motivating employees in the process. Other
aspects broached include health care reform laws and some of the strategies compa-
nies are using to continue attempting to control health care costs; how social media
is affecting hiring, human resources management, and employees’ privacy rights; and
how good human resources practices can help a firm achieve its corporate social re-
sponsibility and sustainability goals and make it an employer of choice. The chapter
also discusses the important partnership with line managers and the competencies
required of HR management. The textbook continues with the introduction, explana-
tion, and discussion of the individual practices and policies that make up HRM. We
recognize the manager’s changing role and emphasize current issues and real-world
problems and the policies and practices of HRM used to meet them.
Strategy and talent have become such central concerns of HR today that we
continue to emphasize the topic in this edition of the book in Chapter 2. Chapter 5
focuses on expanding and managing the talent pool in organizations. Employee
diversity and how firms can leverage all types of differences among their workers to
their strategic advantage are examined.
Organizations in today’s competitive world are discovering that it is how the indi-
vidual HR topics are combined that makes all the difference. Managers typically don’t
focus on HR issues such as staffing, training, and compensation in isolation from one
xix
xx Preface
another. Each of these HR practices should be combined into an overall system—one

that furthers a firm’s strategy by enhancing employee involvement and productivity.
Managing Human Resources ends with a final chapter that focuses on how high-
performance work systems (HPWSs) are used to implement these strategies. We
outline the strategic processes used to implement HPWSs, including workflow d esign,
HR practices, management processes, and supporting technologies as well as the
outcomes of an HPWS that benefit both the employee and the organization as a whole.
Changes in the 17th Edition

Perhaps the biggest change made to the new edition is that we have brought on a
new coauthor, Dr. Shad Morris, with the Marriott School of Management at Brigham
Young University. Shad’s fresh thinking and new perspectives have provided us with
an invaluable amount of ideas for the content of the book, how it is taught, and how
students today learn. We believe he is a great addition to our team, and you will feel
the same way after browsing the 17th edition.
As with other editions, a great deal of new information is provided in this revision
to accurately reflect HRM in today’s business world and help the reader understand
today’s HRM issues more effectively. How social media such as LinkedIn, YouTube,
Twitter, crowdsourcing, and mobile technology are profoundly affecting how HR
managers and companies do business has been expanded in the 17th edition. The
ever-changing landscape of global and international HR concerns, including the is-
sues surrounding multinationals, joint ventures, and the World Trade Organization;
low-wage, high-growth countries such as Brazil, China, and India; the talent shortage
and work-visa challenges facing U.S. firms since 9/11; immigration reform and global
rights issues such as data protection, intellectual property rights, and the International
Labor Organization’s decent work agenda and efforts to promote fairness among coun-
tries as they globalize have resulted in numerous updates. Of course, the 17th edition
also includes a complete update of all laws, administrative rulings and guidelines, and
court decisions governing HRM. These include, for example, new rules regarding
when interns must be paid and to what degree applicants’ criminal records can be used
in the screening and hiring process.
Lastly, in addition to the changes we have already mentioned, to help instructors
incorporate the new material discussed into their courses, the following is a list of
major chapter-by-chapter additions:
Chapter 1
•• New discussion of the types of firms that survive in today’s marketplace.
•• Updated discussion on international trade and competition.
•• Updated information on social media policies in the workplace, including
bring your own device (BYOD) polices, and employee privacy, such as tracking
employees via their mobile devices.
•• Updated information on immigration and its legislation.
•• Updated information on workforce demographic trends and the progress of
minorities in the workplace.
Preface xxi
Chapter 2
•• Updated information on U.S. labor supply statistics.
•• New section on how to craft a firm’s mission, vision, and values.
•• Expanded discussion on capability analysis.
•• New section on how to conduct a cultural audit at a firm.
•• New case study on Domino’s pay system and strategy.
Chapter 3
•• New discussion of the Employment Non-Discrimination Act recently proposed by
the U.S. Congress, which extends federal employment discrimination protection,
currently provided on race, religion, gender, national origin, age, and disability to
sexual orientation and gender identity.
Chapter 4
•• Expanded discussion on teams and teamwork.
•• New discussion on when teams are and are not needed in an organization.
•• New case study on why Yahoo discontinued its telecommuting option for its
employees.
Chapter 5
•• New section on determining the timing of HR recruitment and hiring.
•• Updated discussion on how firms are using social media to recruit and hire
employees.
•• Updated discussion on mobile recruiting.
•• New information about the Department of Labor’s rules on when interns need to
be paid.
•• New research and discussion on why managers may be inclined to hire external
candidates versus internal candidates and the problems and costs this can impose.
•• New discussion of how YouTube is being used to recruit candidates and provide
them with realistic job previews.
•• New discussion on reverse mentoring.
•• New section on recruiting and hiring veterans.
•• New case study on Mary Barra, the new CEO of General Motors.
Chapter 6
•• Updated information on the use of Internet sources to screen candidates and
conduct “lifestyle discrimination.”
•• New information on the EEOC’s new rules employers should follow before
screening out candidates with criminal records and on state rules preventing
discrimination against the long-term unemployed.
•• How the legalization of marijuana in some states is affecting firms’ drug testing.
•• New case study on the pros and cons of using electronic résumé screening
to screen out applicants and how it can lead to good candidates never being
considered.
xxii Preface
Chapter 7
•• New coverage on how MOOCs are entering the corporate training sphere.
•• A new discussion of how firms are using YouTube to onboard employees.
•• Discussion of new research illustrating the limits of diversity training.
•• New case study on Whirlpool’s closed-loop training system.
Chapter 8
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performance evaluations.
•• New discussion of crowdsourcing as a supplement or alternative to formal perfor-
mance evaluations.
•• New case study on how Google used its own data and algorithms to determine
who were poor-performing bosses at the company and ways to improve their
performance.
Chapter 9
•• New discussion on how American companies, including manufacturers, are
seeing the strategic value of returning jobs to the United States and increasing the
compensation for them.
Chapter 10
•• Expanded discussion of why high-potential employees leave their firms.
•• New discussion of the drawbacks of pay-for-performance systems when it comes
to task-based jobs and how firms can restructure their pay packages around an
employee’s total performance.
•• Expanded discussion on the pros and cons of high pay scales for CEOs.
Chapter 11
•• Updated information on the Patient Protection and Affordable Care Act (PPACA).
•• New discussion of workers’ increasing awareness of the benefits companies offer
and how this is impacting companies.
•• Expanded discussion on how companies can best select the benefits for
employees, their involvement in the process, and updated information on
sources of competing salary information.
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and other benefits employees receive, such as by limiting the number of health
plans employees can choose from and conducting audits to be sure noneligible
dependents of employees are not being covered.
Chapter 12
•• Updated information on U.S. employee injury and safety statistics today.
•• Expanded discussion on the hazards of overemphasizing safety within organiza-
tions to the point where injuries go unreported.
•• Updated information on distracted driving.
•• New discussion on the top sources of employee stress.
Preface xxiii
Chapter 13
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•• New discussion on how some employers are adapting their views when it comes
to body art, grooming, and attire.
Chapter 14
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sector from the private sector and from state to state.
Chapter 15
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Chapter 16
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further a firm’s strategy.
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a high-performance work system.
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high-performance work system at its Charlotte, North Carolina, plant.
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work, the causes contributing to this reduction in efficiency may be
grouped about the following main factors:
(1) The physical discomfort of the mask arising from causes such
as pressure on the head and face, due to improperly fitting
facepieces and harness, the noseclip, and the mouthpiece.
(2) Abnormal conditions of vision, due to poor optical qualities in
eye pieces and restrictions of vision, both as to total field and
binocular field.
(3) Abnormal conditions of respiration, among them being (a) the
unnatural channels of respiration caused by wearing the box
respirator, (b) increase in dead air space in respiratory circuit, and (c)
the increase in resistance to both inhalation and exhalation, the last
two mentioned being present to a greater or less degree in all types
of mask.
Of these general subdivisions the various phases of the first two
are so evident that no further discussion will be given. The effects of
the changed conditions of respiration are, however, less obvious,
and it may be of interest to present in a general way the results of
the research along this line, particularly as regards the harmful
effects of increasing the resistance and dead air space in the
respiratory tract above the normal.
The function of respiration is to supply oxygen to and remove
carbon dioxide from the blood as it passes through the lungs. This
interchange of gases takes place in the alveoli, a myriad of thin-
walled air sacs at the end of the respiratory tract where the air is
separated by a very thin membrane through which the gases readily
pass. The volume and rate, or in other words, the minute-volume, of
respiration is automatically controlled by the nerve centers in such a
way that a sufficient amount of air is supplied to the lungs to maintain
by means of this interchange a uniform percentage of its various
constituents as it leaves the lungs. It will be readily seen therefore,
that anything which causes a change in the composition of the air
presented to the blood in the alveoli will bring about abnormal
conditions of respiration.
Inasmuch as the gaseous interchange between the lungs and the
blood takes place only in the terminal air sacs it follows that, at the
end of each respiration, the rest of the respiratory tract is filled with
air low in oxygen and high in carbon dioxide, which on inspiration is
drawn back into the lungs, diluting the fresh air. The volume of these
passages holding air which must be re-breathed is known as the
anatomical dead air space.
Similarly, when a mask is worn the facepiece chamber and any
other parts of the air passage common to inspiration and expiration
become additional dead air space contributing a further dilution of
oxygen content and contamination by carbon dioxide of the inspired
air in addition to that occasioned by the anatomical dead space,
which of course, is always present and is taken care of by the
functions normally controlling respiration.
Major R. G. Pearce who directed a large amount of the research
along this line, sums up the harmful effects of thus increasing the
dead air space as follows:
1. Interpretation from the physiological standpoint:
(a) A larger minute-volume of air is required when breathing
through dead air space. This, interpreted on physiological grounds,
means that the carbon dioxide content of the arterial blood is higher
than normal. The level to which the content of carbon dioxide in the
arterial blood may rise is limited. Anything which wastefully increases
the carbon dioxide level of the blood decreases the reserve so
necessary to a soldier when he is asked to respond to the demand
for exercise which is a part of his daily life.
(b) A larger minute-volume of air must be pulled through the
canister, which offers resistance proportional to the volume of air
passing through it. If resistance is a factor of harm, dead air space
increases that harm, since dead air space increases the volume of
air passing through the canister.
(c) As will be noted below, the effect of resistance is a tendency
to decrease the minute-volume of air breathed. Dead air space
increases the minute-volume. Accordingly, if breathing is
accomplished against resistance and through a large volume of dead
air space, the volume of air breathed is reduced more in proportion
to the actual needs of the body than when breathing against
resistance without the additional factor of dead space; this, again,
causes the level of carbon dioxide in the blood and tissues to be
raised to a higher level than normal, and thus again there is some
reserve power wasted.
2. Interpretation from the standpoint of the canister.
The life of the canister depends on the volume of the gas-laden
air passed through it. The dead space increases the minute-volume
of air passed through the canister and, therefore, shortens its life.
Physiologically, the reason for the harmful effects of breathing
resistance is more involved:
“The importance of resistance to breathing lies
in: (1) the effect on the circulation of the blood, and
(2) the changes in the lung tissue, which seriously
interfere with the gas exchange between the outside
air and the blood. Data have been presented to
draw attention to the seriousness of resistance to
inspiration. In these reports, it was suggested that
the deleterious effects on the body consist in
changes in the blood pressure, increased work of
the right side of the heart, and an increase in the
blood and lymph content of the lungs. Resistance
also decreases the minute-volume of air breathed
and thereby increases the percentage of carbon
dioxide in the expired air. The foregoing changes
are all deleterious.
“Although the chief problem of resistance in gas
mask design concerns inspiration, nevertheless
resistance to expiration is an important factor. The
expired air of the lungs contains carbon dioxide for
which means of escape must be provided. The
expiratory act is more passive than the inspiratory
act, and resistance to expiration is, therefore, more
keenly felt than resistance to inspiration. It is then
imperative that the exhale valve be so arranged as
to allow for the escape of the entire amount of air
during the time of expiration with the least possible
resistance. The data of the laboratory indicate that
seldom, if ever, do expiratory rates rise above a
velocity of 150 to 175 per minute. The effect of
resistance to exhalation upon the vital organs of the
body is not dissimilar to that of inspiration.”
CHAPTER XIII
ABSORBENTS[27]
The absorbents used in both the British and American gas mask canister, which
afforded a degree of protection far superior to that of any other allied or enemy nation
except Germany, consisted of a mixture of charcoal and soda-lime, as described in the
preceding chapter. In general, a gas mask absorbent must have certain requirements.
These are: absorptive activity, absorptive capacity, versatility, mechanical strength,
chemical stability, low breathing resistance, ease of manufacture and availability of raw
materials.
Absorptive activity, or a very high rate of absorption, is one of the more important
properties of a satisfactory absorbent. A normal man when exercising violently
breathes about 60 liters of air per minute, and since inhalation occupies but slightly
more than half of the breathing cycle, the actual rate at which gas passes through the
canister during inhalation is about 100 liters per minute. Calculated on the basis of the
regular army canister, this corresponds to an average linear air velocity of about 80 cm.
per second. On the average, therefore, a given small portion of the air remains in
contact with the gas absorbent for only about 0.1 second. Besides this, the removal of
the toxic material must be surprisingly complete. Though the concentration entering the
canister may occasionally be as high as one half per cent, even the momentary
leakage of 0.001 per cent (ten parts per million) would cause serious discomfort and
the prolonged leakage of smaller amounts would have serious results in the case of
some gases. The activity of the present gas mask charcoal is shown by the fact that it
will reduce a concentration of 7000 parts per million of chloropicrin to less than 0.5 part
per million in less than 0.03 second.
Of equal importance is the absorptive capacity. That is, the absorbent must be able
to absorb and hold large amounts of gas per unit weight of absorbent. Its life must be
measured in days against ordinary concentrations of gas. It is further necessary that
the gas be held firmly and not in any loose combination which might give up minute
traces of gas when air is, for long periods of time, breathed in through a canister which
has previously been exposed to gas.
The absorbents used must be of a type which can be relied upon to give adequate
protection against practically any kind of toxic gas (versatility). The need of this is
apparent when the difficulty of having separate canisters for various gases is
considered, as well as the difficulty in rapidly and accurately identifying the gases and
the possible introduction of new and unknown gases. Fortunately, practically all of the
toxic gases are very reactive chemically or have relatively high boiling points and can
therefore be absorbed in large amounts by charcoal.
Absorbents must be mechanically strong in order to retain their structure and
porosity under conditions of transport and field use. Further, they must not be subject
to abrasion for the production of a relatively small amount of fines would tend to plug
the canister or to cause channels through which the gas would pass without being
absorbed.
Since the canister is filled several months before it is first used in the trenches, and
since the canister may be used over a period of months before it is discarded, it is
obviously the ultimate activity and capacity (not the initial efficiency) which determines
the value of an absorbent. It must therefore have a very considerable degree of
chemical stability. By this is meant that the absorbent itself is not subject to chemical
deterioration, that it does not react with carbon dioxide, that it does not disintegrate or
become deliquescent even after being used and that it has no corrosive action on the
metal container.
In a good general absorbent there must be a proper balance between its various
essential qualities, and hence the most suitable mixture will probably always be a
compromise.
Charcoal
The fact that charcoal would condense in its pores or adsorb certain gases, holding
them firmly, had been known for a long time.[28] In general, it was known that so-called
animal charcoal was the best for decolorizing sugar solutions, that wood charcoal was
the best for adsorbing gases and that coke had very little adsorbing or decolorizing
power. No one knew the reason for these facts and no one could write a specification
for charcoal. The ordinary charcoal used in the scientific laboratory was cocoanut
charcoal, since Hunter had discovered more than fifty years ago that this was the best
charcoal for adsorbing gases.
Raw Materials[29]
The first charcoal designed to offer protection against chlorine and phosgene was
made by carbonizing red cedar. Since this had little value against chloropicrin, attention
was turned to cocoanut shell as the source of raw material. This charcoal fulfilled the
above conditions for a satisfactory absorbent better than any other form tested. It must
not be supposed, however, that investigation of carbon stopped with these
experiments. In the search for the ideal carbon, practically almost every hard vegetable
substance known was tested. Next to cocoanut shells, the fruit pits, several common
varieties of nuts abundant in the United States, and several tropical nuts (especially
cohune nuts), were found to make the best carbon. Pecan nuts, and all woods ranging
in hardness from iron wood down to ordinary pine and fir, were found to be in the
second class of efficiency. Among other substances tested were almonds, Arabian
acorns, grape seeds, Brazil nut husks, balsa, osage orange, Chinese velvet bean,
synthetic carbons (from coal, lamp-black, etc.), cocoa bean shell, coffee grounds, flint
corn, corn cobs, cotton seed husks, peanut shells and oil shale. While many of these
substances might have been used in an emergency, none of them would produce
carbon as efficient, volume for volume, as that of the cocoanut shell and other hard
nuts.
Some idea of the scale of charcoal production may be seen from the requirement
for cocoanut shells. When we first began to build masks our demands for
carboniferous materials ranged from 40 to 50 tons a day of raw material; by the end of
the war, we were in need of a supply of 400 tons of cocoanut shells per day. This
demand would absorb the entire cocoanut production of tropical America five times
over. (The total production of cocoanuts in Central America, the West Indies and the
Caribbean Coast of South America amounted to 131,000,000 nuts annually, equal to a
supply of 75 tons of shells daily.) It was equal to one-tenth of the total production of the
Orient, which amounted to 7,450,200,000 nuts annually. This large demand always
made a reserve supply of charcoal material practically impossible. The “Eat More
Cocoanut” campaign started by the Gas Defense more than doubled the American
consumption of cocoanut in a brief space of time and in October, 1918, with the help of
importation of shell, we averaged about 150 tons of shells per day, exclusive of the
Orient.
The first heating of cocoanut shells to make charcoal reduces their weight 75 per
cent. It was evident, therefore, that we could more economically ship our oriental
supply in the form of charcoal produced on the other side of the Pacific Ocean. A
charcoal plant was established in the Philippine Islands and agents were sent to all
parts of the Oriental countries to purchase enormous supplies of shells. While the work
was only gaining momentum when the Armistice was signed, the plant actually shipped
300 tons of cocoanut shell carbon to the United States and had over 1000 tons on
hand November 11, 1918.
In the search for other tropical nuts, it was found that the cohune or corozo nut was
the best. These nuts are the fruit of the manaca palm tree. They grow in clusters, like
bananas or dates, one to four clusters to a tree, each cluster yielding from 60 to 75
pounds of nuts. They grow principally on the west coast of Central America in low,
swampy regions from Mexico to Panama but are also found along the Caribbean
coast. The chief virtue of the cohune nut from the charcoal point of view was its
extreme thickness of shell; this nut is 3 inches or more in length and nearly 2 inches in
diameter but the kernel is very small. Four thousand tons per month were being
imported at the time of the Armistice. A disadvantage in the use of cohune nuts was
that their husks contained a considerable amount of acid which rotted the jute bags
and also caused the heaps of nuts to heat in storage.
A third source of tropical material was in the ivory nuts used in considerable
quantities in this country by the makers of buttons. There is a waste of 400-500 tons
per month of this material, which was used after screening out the dust. This material
is rather expensive, because it is normally used in the manufacture of lactic acid.
Another great branch of activity in securing carbon supplies was concerned with the
apricot, peach and cherry pits and walnut shells of the Pacific Coast. A nation-wide
campaign on the part of the American Red Cross was started on September 13, 1918.
Between this time and the Armistice some 4,000 tons of material were collected. Thus
the slogan “Help us to give him the best gas mask” made its appeal to every person in
the United States.
A Theory of Charcoal Action

It has been pointed out that the first charcoal was made from red cedar. While this
was very satisfactory when tested against chlorine, it was of no value against
chloropicrin. In order to improve the charcoal still further it was desirable to have some
theory as to the way charcoal acted. It was generally agreed that fine pores were
essential. The functioning of charcoal depends upon its adsorptive power and this in
turn upon its porosity. The greater the ratio of its surface to its mass, that is, the more
highly developed and fine grained its porosity, the greater its value. Another factor,
however, seemed to play a rôle. As a pure hypothesis, at first, Chaney assumed that
an active charcoal could only be secured by removing the hydrocarbon which he
assumed to be present after carbonization. Being difficultly volatile, these
hydrocarbons prevent the adsorption of other gases or vapors on the active material.
To prove this, red cedar charcoal was heated in a bomb connected with a pump which
drew air through the bomb. Although the charcoal had been carbonized at 800°,
various gases and vapor began to come off at 300°, and when cooled, condensed to
crystalline plates.
This experiment not only proved the existence of components containing hydrogen
in the charcoal, but also showed that one way of removing the hydrocarbon film on the
active carbon was to treat with an oxidizing agent.
In the light of the later experimental work Chaney feels that there are two forms of
elementary carbon—“active” and “inactive”; the active form is characterized by a high
specific adsorptive capacity for gas while the inactive form lacks this property. In
general the temperature of formation of the active form is below 500-600° C. The form
is easily attacked by oxidizing agents—while the latter is relatively stable. The
combination of active carbon with an adsorbed layer or layers of hydrocarbon is known
as “primary” carbon. Anthracite and bituminous coal are native primary carbons, while
coke contains a considerable amount of inactive carbon, resulting from the
decomposition of hydrocarbon during its preparation.
Preparation of Active Charcoal

“On the basis of the above discussion, the preparation of active charcoal will
evidently involve two steps:
“First.—The formation of a porous, amorphous base carbon at a relatively low
temperature.
“Second.—The removal of the adsorbed hydrocarbons from the primary carbon,
and the increase of its porosity.
“The first step presents no very serious difficulties. It involves, in the case of woods
and similar materials, a process of destructive distillation at relatively low temperatures.
The deposition of inactive carbon, resulting from the cracking of hydrocarbons at high
temperatures, must be avoided. The material is therefore charged into the retorts in
thin layers, so that the contact of the hydrocarbon vapors with hot charcoal is avoided
as much as possible. Furthermore, most of the hydrocarbon is removed before
dangerous temperatures are reached. A slight suction is maintained to prevent outward
leaks, but no activation by oxidation is attempted, as this can be carried on under
better control and with less loss of material in a separate treatment.
Fig. 67. Dorsey Reactor

for Activating Cocoanut Charcoal with Steam.
“The second step, that is, the removal of the absorbed hydrocarbons from the
primary carbon, is a much more difficult matter. Prolonged heating, at sufficiently high
temperatures, is required to remove or break up the hydrocarbon residues. On the
other hand, volatilization and cracking of the hydrocarbons at high temperatures is
certain to produce an inactive form of carbon more or less like graphite in its visible
characteristics, which is not only inert and non-adsorbent, but is also highly resistant to
oxidation. The general method of procedure which has yielded the best results, is to
remove the adsorbed hydrocarbons by various processes of combined oxidation and
distillation, whereby the hydrocarbons of high boiling points are broken down into more
volatile substances and removed at lower temperatures, or under conditions less likely
to result in subsequent deposition of inactive carbon. Thin layers of charcoal and rapid
gas currents are used so that contact between the volatilized hydrocarbons and the hot
active charcoal may be as brief as possible. In this way cracking of the hydrocarbons
at high temperature, with consequent deposition of inactive carbon, is largely avoided.
“While the removal of the hydrocarbons by oxidation and distillation is the main
object of the activation process, another important action goes on at the same time,
namely, the oxidation of the primary carbon itself. This oxidation is doubtless
advantageous, up to a certain point, for it probably at first enlarges, at the expense of
the walls of solid carbon, cavities already present in the charcoal, thus increasing the
total surface exposed. Moreover, the outer ends of the capillary pores and fissures
must be somewhat enlarged by this action and a readier access thus provided to the
inner portions of the charcoal. However, as soon as the eating away of the carbon wall
begins to unite cavities, it decreases, rather than increases, the surface of the
charcoal, and a consequent drop in volume activity, that is in the service time, of the
charcoal, is found to result.
“It is obvious, therefore, that conditions of activation must be so chosen and
regulated as to oxidize the hydrocarbons rapidly and the primary carbon slowly. Such a
differential oxidation is not easy to secure since the hydrocarbons involved have a very
low hydrogen content, and are not much more easily oxidized than the primary carbon
itself. Furthermore, most of the hydrocarbons to be removed are shut up in the interior
of the granule. On the one hand, a high enough temperature must be maintained to
oxidize the hydrocarbons with reasonable speed; on the other hand, too high a
temperature must not be employed, else the primary carbon will be unduly consumed.
The permissible range is a relatively narrow one, only about 50 to 75°. The location of
the optimum activating temperature depends upon the oxidizing agent employed and
upon other variables as well; for air, it has been found to lie somewhere between 350
and 450°, and for steam between 800 and 1000°.
“The air activation process has the advantage of operating at a conveniently low
temperature. It has the disadvantage, that local heating and an excessive consumption
of primary carbon occur, so that a drop in volume activity results from that cause before
the hydrocarbons have been completely eliminated. As a consequence, charcoal of the
highest activity cannot be obtained by the air activation process.”
The steam activation process has the disadvantage that it operates at so high a
temperature that the regulation of temperature becomes difficult and other technical
difficulties are introduced. It has the advantage that local heating is eliminated. The
hydrocarbons can, therefore, be largely removed without a disproportionate
consumption of primary carbon. This permits the production of a very active charcoal.
It has the further advantage that it worked well with all kinds of charcoal. Inferior
material, when treated with steam, gave charcoal nearly as good as the best steam-
treated cocoanut charcoal. Because of the shortage of cocoanut, this was a very
important consideration.
Fig. 68.—Section of Raw Cocoanut Shell.
Magnified 146½ diameters.
The air, steam and also carbon dioxide-steam activation processes have all been
employed on a large scale by the Chemical Warfare Service for the manufacture of gas
mask carbon.
Fig. 69.—Section of Carbonized Cocoanut Charcoal.
Magnified 146½ Diameters.
Fig. 70.—Two-Minute Charcoal not Activated.

Magnified 732 Diameters.
“The above considerations are illustrated fairly well by the

photo-micrographs shown in Figs. 68 to 71. Fig. 68 shows a
section of the original untreated cocoanut shell crosswise to the
long axis of the shell. In it can be seen the closely packed, thick-
walled so-called ‘stone-cells’ characteristic of all hard and dense
nut shells. Fig. 69 is a photograph of a similar section through the
same cocoanut shell after it has been carbonized. As these
photographs are all taken with vertical illumination against a dark
background, the cavities, or voids, and depressions all appear
black, while the charcoal itself appears white. It is clear from this
photograph that much of the original grosser structure of the shell
persists in the carbonized products. Figs. 70 and 71 are more
highly magnified photographs of a carbonized charcoal before
and after activation, respectively. As before, all the dark areas
represent voids of little or no importance in the adsorptive activity
of the charcoal, while the white areas represent the charcoal
itself. In Fig. 70 (unactivated) the charcoal itself between the voids
it seen to be relatively compact, while in Fig. 71 (activated) it is
decidedly granular. This granular structure, just visible at this high
magnification (1000 diameters), probably represents the grosser
porous structure on which the adsorption really depends. These
photographs, therefore, show how the porosity is increased by
activation.”
Fig. 71.—31-Minute Steam Activated Charcoal.

Magnified 732 Diameters.
The great demand for charcoal, and the need for activating other than cocoanut
charcoal led to the development of the Dressler tunnel kiln, which seemed to offer
many advantages over the Dorsey type of treater.
Fig. 72.—Sectional View of Dressler Tunnel Kiln,

Adapted to Activation of Charcoal.
“The Dressler tunnel kiln is a type used in general ceramic

work. The furnace consists essentially of a brick kiln about 190 ft.
long, 12 ft. broad, and 9 ft. high, lined with fire brick. Charcoal is
loaded in shallow, refractory trays in small tram cars, about 120
trays to the car. The cars enter the kiln through a double door and
the charcoal remains in the hot zone at a temperature of about
850° C. for about 4 hrs., depending upon the nature of the
material charged. Water is atomized into this kiln, and a positive
pressure maintained in order to exclude entrance of air. The kiln is
gas-fired and the charcoal is activated by the steam in the
presence of the combustion gases.
“Under such treatment the charcoal is given a high degree of
activation without the usual accompanying high losses. Seemingly
the oxidizing medium used, together with the operating
conditions, produce a deep penetration of the charcoal particles
without increasing the extensive surface combustion experienced
in the steam activators. The capacity of such a type furnace is
limited only by the size of the installation.
“The advantages of this type furnace may be tabulated as follows:
1—High quality of product.

2—Small weight and volume losses.
3—Large capacity per unit.
4—Minimum initial cost and maintenance of installation.
5—Simplicity and cheapness of operation.
6—Adaptability to activation of all carbon materials.
7—Availability of furnaces of this general type already constructed.”
Substitutes for Nut Charcoal

The first experiments were made with a special anthracite coal (non-laminated and
having conchoidal fracture). This had a life of 560 minutes as against 360 minutes for
air treated cocoanut charcoal and 800-900 minutes for steam-treated charcoal.
When the Gas Defense Service tried to activate anthracite on a large scale in
vertical gas retorts at Derby, Connecticut, the attempt was a failure. They carbonized at
900° and then turned on the steam with the result that the steam-treated coal had a
slightly greater density than the untreated, which was wrong, and had a shiny
appearance in parts with roughened deposits in other parts. When the hydrocarbons
are decomposed at high temperatures, the resulting carbon is somewhat graphitic, is
itself inactive, is not readily oxidized, and impairs or prevents the activation of the
normal carbon upon which it is deposited. This discovery made it possible to treat
anthracite successfully. The conditions must be such as to minimize high temperature
cracking, to carry off or oxidize the hydrocarbons as fast as formed, and especially to
prevent the gases from cooler portions of the treater coming in contact with carbon at a
much higher temperature. With these facts in mind, a plant was built at Springfield
which produced 10 tons a day of 150-300 minute charcoal from raw anthracite. This
was one-third of the total production at that time and was mixed with the nut charcoal
made at Astoria, thereby preventing an absolute shortage of canister-filling material in
October, 1918.
It was next shown that the cocoanut charcoal fines resulting from grinding and
screening losses and amounting to 50 per cent of the product, could be very finely
ground, mixed with a binder, and baked like ordinary carbon products. By avoiding gas-
treating in the bake, the resulting charcoal is nearly as good as that from the original
shell. A recovery plant for treating the cocoanut fines was built at Astoria. The product
was called “Coalite.”
The great advantage of cocoanut shell as a source of charcoal is that it is very
dense and consequently it is possible to convert it into a mass having a large number
of fine pores, whereas a less dense wood, like cedar, will necessarily give more larger
pores, which are of relatively little value. The cocoanut charcoal is also pretty resistant
to oxidation which seems to make selective oxidation a more simple matter. By
briquetting different woods, it is possible to make charcoal from them which is nearly
equal to that from cocoanut shell.
By heating lamp-black with sulfur and briquetting, it was possible to make a
charcoal having approximately the same service time as cocoanut charcoal. A charcoal
was made by emulsifying carbon black with soft pitch, which gave the equivalent of
400 minutes against chloropicrin before it had been steam-treated. This looked so
good that the plans were drawn for making a thousand pounds or more of this product
at Washington to give it a thorough test. This was not done on account of the cessation
of all research work. The possible advantage of this product was the more uniform
distribution of binder.
Instead of steam-treating anthracite coal direct, it was also pulverized, mixed with a
binder, and baked into rods which were then ground and activated with steam. The
resulting material, which was known as Carbonite, had somewhat less activity than the
lamp-black mixes but was very much cheaper. A plant was built to bake 40 tons a day
of this material, which would yield 10 tons a day of active carbon after allowing for
grinding losses and steam treatment. The plant was guaranteed to furnish an
absorbent having a life of 600 minutes against chloropicrin.
German Charcoal
After the Armistice was signed, Chaney took up the question of how the Germans
made their charcoal. The German charcoal was made from coniferous wood and was
reported to be as good as ours, in spite of the fact that they were using inferior
materials. Inside of a month Chaney had found out how the German charcoal was
made, had duplicated their material, and had shown that it was nothing like as good as
our charcoal. The Germans impregnated the wood with zinc chloride, carbonized at red
heat, and washed out most of the zinc chloride. When this zinc chloride was found in
the German charcoal, it was assumed that it had been added after the charcoal had
been made. It was therefore dissolved out with hydrochloric acid, thereby improving
the charcoal against chloropicrin. The German charcoal was then tested as it stood,
including the fines, against American charcoal, 8 to 14 mesh. The most serious error,
however, was in testing only against a high concentration of chloropicrin. The German
charcoal contains relatively coarse pores which condense gases at high concentrations
very well but which do not absorb gases strongly at low concentrations. The result was
that the German charcoal was rated as being four or five times as good as it really
was.
German Charcoal. ×200.
Fig. 73.—Charcoal from Spruce Wood.
Comparison of Charcoal
The following table shows a comparison of charcoals from different sources. The
method of activation was identical and the times of treatment were those approximately
giving the highest service time. The results against chloropicrin, therefore, represent
roughly the relative excellence of the charcoal obtainable from various raw materials,
using this method of activation:
Comparison of Various Active Charcoals Activated in

Laboratory
Steam Accelerated
Apparent
Treatment Chloropicrin
Density
at 900° Test Results
Base
Weight
Material Weight Service
Primary Activated Time Loss
Absorbed Time
Carbon Carbon Min. Per
Per Cent Min.
Cent
Sycamore 0.158 0.080 18 53 41 7.3
Cedar 0.223 0.097 60 88 78 16.0
Mountain 0.420 0.236
mahogany 60 44 32 16.3
Ironwood 0.465 0.331 60 44 31 20.8

Brazil nut 0.520 0.316 120 71 46 32.2
Ivory nut 0.700 0.460 120 70 48 47.0
Cohune nut 0.659 0.502 120 48 51 53.4
Babassu 0.540 0.322
210 68 85 58.7
nut
Cocoanut 0.710 0.445 120 60 61 58.4
Cocoanut 0.710 0.417 180 75 72 64.4
Briquetted Materials
Sawdust 0.542 0.365 120 66 53 40.0
Carbon 0.769 0.444
240 64.3 53 50.5
black
Bituminous 0.789 0.430
165 61 58.3 46.8
coal
Anthracite 0.830 0.371
480 81 53 40.7
coal
“In conclusion, it will be of interest to compare the charcoals
manufactured and used by the principal belligerent nations, both
with one another and with the above mentioned laboratory
preparations. Data on these charcoals are given in the following
table:
Comparison of Typical Production Charcoals

of the Principal Belligerent Nations
Service
Time
Country Apparent Corr.
Date Raw Material Remarks
Density to 8-
14
Mesh
Nov. Cocoanut Air
U. S. A. 0.60 10
1917 activated
June, Mixed nuts, Steam
U. S. A. 0.58 18
1918 etc. activated
Nov. Cocoanut Steam
U. S. A. 0.51 34
1918 activated
Wood Long
England 1917 0.27 6
distillation
England Aug. Peach 0.54 16
1918 stones,
etc.
France 1917-18 Wood 0.23 2
Wood Chemical
and
Germany Early ? 3
steam
treatment
Wood Chemical
June, and
Germany 0.25 33
1917 steam
treatment
Service
Time
Country Apparent Corr.
Date Raw Material Remarks
Density to 8-
14
Mesh
Wood Chemical
June, and
Germany 0.24 42
1918 steam
treatment
“It is at once evident that the service time of most of these
charcoals is very much less than was obtained with the laboratory
samples. However, in the emergency production of this material
on a large scale, quantity and speed were far more important than
the absolute excellence of the product. It will be noted, for
instance, that the cocoanut charcoal manufactured by the United
States, even in November, 1918, was still very much inferior to
the laboratory samples made from the same raw material. This
was not because a very active charcoal could not be produced on
a large scale, for even in May, 1918, the possibility of
manufacturing a 50-min. charcoal on a large scale had been
conclusively demonstrated, but this activation would have
required two or three times as much raw material and five times
as much apparatus as was then available, due to the much longer
time of heating, and the greater losses of carbon occasioned
thereby.
“It should furthermore be pointed out that the increase in the
chloropicrin service time of charcoal from 18 to 50 min. does not
represent anything like a proportionate increase in its value under
field service conditions. This is partly due to the fact that the
increased absorption on the high concentration tests is in reality
due to condensation in the capillaries, which, as has been pointed
out, is not of much real value. More important than this, however,
is the fact that most of the important gases used in warfare are
not held by adsorption only, but by combined adsorption and
chemical reaction, for which purpose an 18-min. charcoal is, in
general, almost as good as a 50-min. charcoal.”
Typical Absorptive Values of Different Charcoals

Against Various Gases

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Appendix: Calculating Employee Turnover

Part 2 Meeting Human Resources Requirements

Highlights in HRM 4: Basic Steps in Developing an Effective

Appendix: Determining Adverse Impact 129

Chapter 4 Job Analysis and Job Design 131

Part 3 Developing Effectiveness in Human Resources

Appendix: Personal Career Development 212

Chapter 6 Employee Selection 223

6.5 Preemployment Tests 239

Chapter 7 Training and Development 261

Chapter 8 Performance Management 299

Case Study 1: “Project Oxygen” Resuscitates Google’s Poor-Performing Bosses 335

Part 4 Implementing Compensation and Security

Case Study 1: Pay Decisions at Performance Sports 378

Chapter 10 Pay-for-Performance: Incentive Rewards 383

Chapter 11 Employee Benefits 419

Chapter 12 Promoting Safety and Health 457

Part 5 Enhancing Employee-Management Relations

Chapter 14 The Dynamics of Labor Relations 535

14.5 Contemporary Challenges to Labor Organizations 562

Part 6 Expanding Human Resources Management

Case Study 1: How about a 900 Percent Raise? 613

Chapter 16 Implementing HR Strategy:

another. Each of these HR practices should be combined into an overall ­system—one

Changes in the 17th Edition

Features of the Book

A Theory of Charcoal Action

Preparation of Active Charcoal

Fig. 67. Dorsey Reactor

Fig. 70.—Two-Minute Charcoal not Activated.

“The above considerations are illustrated fairly well by the

Fig. 71.—31-Minute Steam Activated Charcoal.

Fig. 72.—Sectional View of Dressler Tunnel Kiln,

“The Dressler tunnel kiln is a type used in general ceramic

1—High quality of product.

Substitutes for Nut Charcoal

Fig. 73.—Charcoal from Spruce Wood.

Comparison of Various Active Charcoals Activated in

Ironwood 0.465 0.331 60 44 31 20.8

Comparison of Typical Production Charcoals

Typical Absorptive Values of Different Charcoals

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14.5 Contemporary Challenges to Labor Organizations 562

another. Each of these HR practices should be combined into an overall system—one