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 Brief Contents

Part One Setting the Stage 1

Chapter 1 Human Resource Management: An Overview 2
Chapter 2 Business Ethics, Corporate Social Responsibility, and Sustainability 28
Chapter 3 Equal Employment Opportunity, Affirmative Action, and Workforce Diversity 52

Part Two Staffing 89

Chapter 4 Strategic Planning, Human Resource Planning, and Job Analysis 90
Chapter 5 Recruitment 120
Chapter 6 Selection 146

Part Three Performance Management and Training 179

Chapter 7 Performance Management and Appraisal 180
Chapter 8 Training and Development 208

Part Four Compensation 243

Chapter 9 Direct Financial Compensation (Monetary Compensation) 244
Chapter 10 Indirect Financial Compensation (Employee Benefits) 278

Part Five Labor Relations, Employee Relations, Safety, and Health 305
Chapter 11 Labor Unions and Collective Bargaining 306
Chapter 12 Internal Employee Relations 338
Chapter 13 Employee Safety, Health, and Wellness 362

Part Six Operating in a Global Environment 391

Chapter 14 Global Human Resource Management 392

    vii
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A01_THOM6233_05_SE_WALK.indd 9 1/13/17 6:50 PM

 Contents
Part One Setting the Stage 1
Chapter 1 Human Resource Management: An
Overview 2
Human Resource Management: What It is and Why It is
Important 3
Why Study HRM? 4
Human Resource Management Functions 4
Who Performs Human Resource Management Activities?
Human Resource Management Professional 7
Line Managers 7
Human Resources Outsourcing 8
Human Resources Shared Service Centers 8
Professional Employer Organizations 9
More about HR Professionals 9
■■HR BLOOPERS: Staffing Stone Consulting 9
Human Resources as a Strategic Business Partner in a
Dynamic Environment 12
Capital and Human Capital 13
Dynamic Human Resource Management Environment
The Role of HRM in Building Corporate Culture and Employer
Branding 16
Corporate Culture 16
Employer Branding 17
Human Resource Management in Small Businesses
Country Culture and Global Business 18
Developing Skills for Your Career 20
Communication 20
Critical Thinking 20
Collaboration 20
Knowledge Application and Analysis 21
Business Ethics and Social Responsibility 21
Information Technology Application and Computing Skills 21
Data Literacy 21
Scope of This Book 21
Preparing for Exams/Quizzes 22 • Key Terms 23
Questions for Review 23 • Preparing for My Career 24
■■ETHICS DILEMMA: Broken Promises 24
HRM Is Everyone’s Business 24 • HRM by the Numbers 25
Working Together: Team Exercise 25 • INCIDENT 1: HR
After a Disaster 25 • INCIDENT 2: Parental Leave at
Yahoo 26 • Endnotes 26
Chapter 2 Business Ethics, Corporate Social
Responsibility, and Sustainability 28
Defining Ethics and the Sources of Ethical Guidance
Business Ethics 29
Sources of Ethical Guidance 30
    ix
Legislating Ethics 31
Creating an Ethical Culture and a Code of Ethics 34
Ethical Culture 34
Code of Ethics 35
Human Resource Ethics 36
Linking Pay to Ethical Behavior 37
Ethics Training 38
■■HR BLOOPERS: Sales Incentives at Pinser
6 Pharmaceuticals 39
Corporate Social Responsibility and Sustainability 39
Corporate Social Responsibility 40
Corporate Sustainability 42
Conducting a Social Audit 44
Preparing for Exams/Quizzes 45 • Key Terms 46
Questions for Review 46 • Preparing for My Career 46
■■ETHICS DILEMMA: A Selection Quandary 46
HRM Is Everyone’s Business 47 • HRM by
the Numbers 47 • Working Together: Team
Exercise 47 • INCIDENT 1: An Ethical Flaw 48
13 INCIDENT 2: Illegal Hiring 48 • Endnotes 49
Chapter 3 Equal Employment Opportunity,
Affirmative Action, and Workforce
Diversity 52
18 Equal Employment Opportunity and the Federal Laws
Affecting EEO 54
Constitutional Amendments and the Civil Rights Act of 1866 54
Title VII of the Civil Rights Act of 1964, Amended in 1972 54
Equal Pay Act of 1963, Amended in 1972 57
Lilly Ledbetter Fair Pay Act of 2009 58
Pregnancy Discrimination Act of 1978 58
Civil Rights Act of 1991 59
Age Discrimination in Employment Act of 1967, Amended in 1978,
1986, and 1990 60
Age Can Actually Be a Bona Fide Occupational Qualification 60
Rehabilitation Act of 1973 61
Vietnam Era Veteran’s Readjustment Assistance
Act of 1974 61
Vietnam Era Veterans’ Readjustment Assistance Act of 1974, as
Amended 61
Americans with Disabilities Act of 1990 62
Americans with Disabilities Act Amendments Act of 2008 62
Immigration Reform and Control Act of 1986 63
Uniformed Services Employment and Reemployment Rights Act
of 1994 63
Genetic Information Nondiscrimination Act of 2008 63
29 State and Local Laws 63
Who’s Responsible for Ensuring Equal Employment
Opportunity? 64
Equal Employment Opportunity Commission 64
x    CONTENTS
Office of Federal Contract Compliance Programs 65
Employers 65
Illegal Discrimination and Affirmative Action
Uniform Guidelines on Employee Selection Procedures 66
Types of Unlawful Employment Discrimination 66
Affirmative Action 68
Uniform Guidelines on Preventing Specific Illegal
Employment Discrimination 70
Guidelines on Sexual Harassment 71
Guidelines on Discrimination Because of National Origin 72
Guidelines on Discrimination Because of Religion 73
Guidelines on Caregiver (Family Responsibility)
Discrimination 74
Discrimination Because of Disability 74
Diversity and Diversity Management 75
Elements of the Diverse Workforce 76
Single Parents and Working Mothers 76
Women in Business 76
Mothers Returning to the Workforce (on Ramping) 77
Dual-Career Families 77
Ethnicity and Race 77
Older Workers 78
People with Disabilities 78
Immigrants 78
Foreign Workers 79
Young Persons, Some with Limited Education or Skills 79
Baby Boomers, Gen X, Gen Y, and Gen Z 80
■■HR BLOOPERS: Affirmative Action and Workforce
Diversity 80
Multi-generational Diversity 81
Lesbian, Gay, Bisexual, and Transgender Employees 82
Preparing for Exam/Quizzes 82 • Key Terms 83
Questions for Review 83 • Preparing for My Career 84
■■ETHICS DILEMMA: How About Me? 84
HRM Is Everyone’s Business 84 • HRM by the Numbers 85
Working Together: Team Exercise 85 • INCIDENT 1: You’re
Not a Good Employee 86 • INCIDENT 2: So, What’s Affirmative
Action? 86 Endnotes 87
Part Two Staffing 89
Chapter 4 Strategic Planning, Human
Resource Planning, and Job
Analysis 90
HR Strategic Planning Process 91
Mission Determination 92
Human Resource Planning 96
Forecasting Human Resource Requirements 97
■■HR BLOOPERS: Workforce Planning at Master
Cleaners 97
Forecasting Human Resource Availability 98
Shortage or Surplus of Workers Forecasted 98
Succession Planning: A Component of Strategic
Planning 101
Job Analysis: Process and Methods 102
Reasons for Conducting Job Analysis 103
Job Analysis Methods 105
Job Descriptions 107
66 Job Identification 107
Date of the Job Analysis 107
Job Summary 108
Duties Performed 108
Job Specification 108
Standard Occupational Classification (SOC) 109
The Occupational Information Network
(O*NET) 110
Competencies and Competency Modeling 110
Job Design Concepts 112
Preparing For Exam/Quizzes 114 • Key Terms 115
Questions for Review 115 • Preparing For My Career 116
■■ETHICS DILEMMA: Which “Thinker”
Should Go? 116
HRM Is Everyone’s Business 116 • HRM by the
Numbers 117 • Working Together: Team Exercise 117
INCIDENT 1: Competitive Strategy at Buddy Dog Foods 1 17
INCIDENT 2: Who’s Flying the Plane? 118 • Endnotes 118
Chapter 5 Recruitment 120
Recruitment and the Recruitment Process 121
Environment of Recruitment 122
Labor Market Conditions 122
Active or Passive Job Seekers 123
Legal Considerations 124
Internal Recruitment Methods 124
Human Resource Databases 124
Job Posting and Job Bidding 124
■■HR BLOOPERS: Recruiting Skilled Machinists 125
Employee Referrals 125
External Recruitment Sources 126
High Schools and Vocational Schools 127
Community Colleges 127
Colleges and Universities 127
Competitors in the Labor Market 128
Former Employees 128
Unemployed 128
Military Personnel 129
Self-Employed Workers 129
Ex-Offenders 129
External Recruitment Methods 130
Online and Mobile Recruiting 130
Traditional Methods 134
Tailoring Recruitment Methods to Sources 138
Alternatives to Recruitment 138
Promotion Policies 139
Overtime 139
Preparing for Exam/Quizzes 140 • Key Terms 140
Questions for Review 141 • Preparing for My Career 141
■■ETHICS DILEMMA: Unfair Advantage? 141
HRM Is Everyone’s Business 141 • HRM by the
Numbers 142 • Working Together: Team Exercise 142
INCIDENT 1: A Problem Ad? 142 • INCIDENT 2: I Am Qualified,
Why Not Me? 143 • Endnotes 143
CONTENTS    xi

Chapter 6 Selection 146 Performance Criteria 184

Selection and Environmental Factors Affecting the Selection Responsibility for Performance Appraisal 185
Process 147 Performance Appraisal Period 187
The Selection Process 147 Choosing a Performance Appraisal Method 188
The Environment of Selection 148 Trait Systems 188
Preliminary Screening and Review of Applications and Comparison Systems 189
Résumés 151 Behavioral Systems 191
Selection Tests 153 Results-Based Systems 193
Preliminary Considerations 153 ■■HR BLOOPERS: Appraising Performance at Global
Advantages and Disadvantages of Selection Tests 154 Insurance 193
Characteristics of Properly Designed Selection Tests 154 Assessing the Effectiveness and Limitations of Performance
Test Validation Approaches 155 Appraisal Practices 195
Employment Tests 156 Characteristics of an Effective Appraisal System 195
Unique Forms of Testing 158 Limitations of Performance Appraisal 197
Legal Considerations 159 Legal Considerations 199
Employment Interview 160 Performance Appraisal Interview 199
Interview Planning 160 Scheduling the Interview 199
■■HR BLOOPERS: The First Interview 160 Interview Structure 200
Content of the Interview 161 Use of Praise and Criticism 200
Candidate’s Role and Expectations 161 Employees’ Role 200
General Types of Interviews 162 Concluding the Interview 201
Methods of Interviewing 163 Trends in Performance Appraisal Practice 201
Potential Interviewing Problems 164 Preparing for Exams/Quizzes 202 • Key Terms 203
Concluding the Interview 166 Questions for Review 203 • Preparing for My Career 204
Pre-Employment Screening and Background ■■ETHICS DILEMMA: Abdication of Responsibility 204
Checks 166 HRM Is Everyone’s Business 204 • HRM by the Numbers 205
Employment Eligibility Verification (Form I-9) 167 Working Together: Team Exercise 205 • INCIDENT 1:
Continuous Background Investigation 167 These Things Are a Pain 206 • INCIDENT 2: Good
Background Investigation with Social Media 167 Job! 206 • Endnotes 207
Remembering Hiring Standards to Avoid 168
Selection Decision and Evaluating the Effectiveness of Chapter 8 Training and Development 208
Selection Decisions 169 Training and Development and Related Practices 209
Making the Selection Decision 170 Training and Development Process 210
Evaluating Selection Decisions 170 Determine Specific Training and Development Needs 211
Preparing for Exam/Quizzes 172 • Key Terms 173 Establish Training and Development Program Objectives 212
Questions for Review 173 • Preparing for My Career 173 Training Methods 213
■■ETHICS DILEMMA: Hiring with Incomplete Training and Development Delivery Systems 217
Information 174 Implementing Training and Development Programs 219
HRM Is Everyone’s Business 174 • HRM by the Metrics for Evaluating Training and Development 219
Numbers 174 • Working Together: Team Exercise 175 Factors Influencing Training and Development 221
INCIDENT 1: A Matter of Priorities 175 • INCIDENT 2: National Human Resource Management Training Initiatives 223
Career Day 176 • Endnotes 176 Careers and Career Planning Approaches and
Methods 225
Traditional Career Path 225
Part Three Performance Management and Network Career Path 225
Training 179 Lateral Skill Path 226
Dual-Career Path 226
Chapter 7 Performance Management and Adding Value to Your Career 226
Appraisal 180 Demotion 226
Performance Management, Performance Appraisal, and the Free Agents (Being Your Own Boss) 227
Performance Appraisal Process 181 Career Planning Approaches 227
Performance Management 182 Career Development Methods 230
Performance Appraisal 182 Management Development 231
Performance Appraisal Process 182 Mentoring and Coaching 232
The Uses of Performance Appraisal and Performance Reverse Mentoring 233
Criteria 183 ■■HR BLOOPERS: Management Development at Trends
Uses of Performance Appraisal 183 Apparel 233
xii    CONTENTS

Organization Development and the Learning at Barker Enterprise 274 • INCIDENT 2: The Controversial
Organization 234 Job 274 • Endnotes 275
OD Interventions 234
Learning Organization 235 Chapter 10 Indirect Financial Compensation
Preparing for Exams/Quizzes 236 • Key Terms 237 (Employee Benefits) 278
Questions for Review 237 • Preparing for My Career 237 Indirect Financial Compensation (Employee Benefits) 279
■■ETHICS DILEMMA: Consequences of Inadequate Legally Required Benefits 280
Training Design 238 Social Security 281
HRM Is Everyone’s Business 238 • HRM by the Unemployment Insurance 281
Numbers 239 • Working Together: Team Exercise 239 Workers’ Compensation 281
INCIDENT 1: Career Development at Meyers and Brown 239 Health Care 282
INCIDENT 2: There’s No Future Here! 240 • Endnotes 240 Discretionary Benefits 285
Retirement Plans 286
Part Four Compensation 243 Life Insurance and Disability Insurance 288
Paid Time-Off 288
Chapter 9 Direct Financial Compensation Employee Services 291
(Monetary Compensation) 244 Workplace Flexibility (Work–Life Balance) 293
Total Compensation and the Environment of Compensation Flextime 294
Practice 245 Compressed Workweek 294
Direct and Indirect Financial Compensation 246 Job Sharing 295
Structure of Direct Financial Compensation Plans 247 Two-in-a-Box 295
Contextual Influences 248 Telecommuting 295
Direct Financial Compensation Components 252 Part-Time Work 296
Base Pay 252 ■■HR BLOOPERS: The Job-Sharing Problem at SunTrust
Cost-of-Living Adjustments 252 Bank 297
Seniority Pay 252 Customized Benefit Plans 297
Performance-Based Pay 253
Communicating Information about the Benefits Package 297
■■HR BLOOPERS: Motivating Software Development
Preparing for Exams/Quizzes 298 • Key Terms 298
Teams 258
Questions for Review 299
Person-Focused Pay 259
■■ETHICS DILEMMA: A Poor Bid 299
Building Job Structures 260
HRM Is Everyone’s Business 300 • HRM by the
Ranking Method 260
Numbers • 300 • Working Together: Team
Classification Method 261 Exercise 301 • INCIDENT 1: Flextime 301 • INCIDENT 2:
Factor Comparison Method 261 Communicating Benefits at Seaview Property Management
Point Method 261 Company 301 • Endnotes 302
Establishing Competitive Compensation Policies 261
Pay Level Compensation Policies 262 Part Five Labor Relations, Employee
Pay Mix 263 Relations, Safety, and
Building Pay Structures 263 Health 305
Pay Grades 264
Pay Ranges 265 Chapter 11 Labor Unions and Collective
Broadbanding 265 Bargaining 306
Two-Tier Wage System 266 The Role of Labor Unions 307
Adjusting Pay Rates 266 Why Employees Join Unions 308
Pay Compression 267 Prevalence of Unions 309
Exceptions to the Rules: Sales Professionals, Contingent Union Structure and Labor Strategies 310
Workers, and Executives 267 Structure of Unions 310
Sales Professionals 267 Organized Labor’s Strategies for Promoting a Stronger Labor
Contingent Workers 268 Movement 312
Executive Compensation 268 Laws Affecting Collective Bargaining 314
Preparing for Exams/Quizzes 270 • Key Terms 271 National Labor Relations Act 314
Questions for Review 272 ■■HR BLOOPERS: Stopping Unionization at Packer
■■ETHICS DILEMMA: Sales Tactics at Wells Fargo Industries 315
Bank 272 Labor-Management Relations Act 315
HRM Is Everyone’s Business 272 • Questions for Antidiscrimination Laws and Executive Orders 316
Review 272 • HRM by the Numbers 273 • Working Bargaining Unit Formation and the Collective Bargaining
Together: Team Exercise 274 • INCIDENT 1: The Pay Gap Process 316
CONTENTS    xiii

Forming a Bargaining Unit 316 OSHA and Whistle-Blowers 366

Collective Bargaining Process 318 OSHA and the Small Business 367
Bargaining Issues 319 ■■HR BLOOPERS: Health and Safety Problems at XIF
Preparation for Negotiations 321 Chemicals 367
Negotiating the Agreement 322 The Economic Impact of Safety 368
Overcoming Breakdowns in Negotiations 324 Workplace Safety Programs 368
Reaching the Labor-Management Agreement 327 Unsafe Employee Actions 368
Ratifying the Labor-Management Agreement 327 Unsafe Working Conditions 368
Administration of the Labor-Management Agreement 327 Developing Safety Programs 368
Public Sector Collective Bargaining 328 Accident Investigation 370
Grievance Procedure in a Union Environment 328 Evaluation of Safety Programs 370
Union Decertification 330 Musculoskeletal Disorders 370
Preparing for Exams/Quizzes 331 • Key Terms 332 Ergonomics 371
Questions for Review 333 • Preparing for My Career 333 Workplace Bullying and Violence 372
■■ETHICS DILEMMA: A Strategic Move 333 Workplace Bullying 372
HRM Is Everyone’s Business 334 • HRM by the Workplace Violence 373
Numbers 334 • Working Together: Team Exercise 335 Legal Consequences of Workplace Violence 374
INCIDENT 1: Break Down the Barrier 335 • INCIDENT 2: We’re Employee Stress and Burnout 376
Listening 336 • Endnotes 336 Potential Consequences of Stress 377
Stressful Jobs 377
Chapter 12 Internal Employee Relations 338 Burnout 377
Employment at Will 339 Substance Abuse, Substance-Abuse-Free Workplaces, and
Discipline and Disciplinary Action 340 Drug-Testing Programs 378
Disciplinary Action Process 341 Alcohol Abuse 379
Approaches to Disciplinary Action 342 Drug Abuse 379
Problems in the Administration of Disciplinary Action 344 Substance-Abuse-Free Workplace and Drug Testing 379
Employment Termination 345 Employee Wellness and Employee Assistance Programs 382
“Just Cause” as a Standard for Choosing to Terminate Wellness Programs 382
Employment 345 Social Networking and Wellness 383
Considerations in Communicating the Termination Decision 346 Employee Assistance Programs 384
Termination of Employees at Various Levels 346 Preparing for Exams/Quizzes 384 • Key Terms 385
■■HR BLOOPERS: Effective Discipline at Berries Questions for Review 386 • Preparing for My Career 386
Groceries 346 ■■ETHICS DILEMMA: In Confidence 386
Demotion as an Alternative to Termination 347 HRM Is Everyone’s Business 387
Downsizing 348 HRM by the Numbers 387 • Working Together:
Ombudspersons and Alternative Dispute Team Exercise 388 • INCIDENT 1: Something Isn’t
Resolution 350 Quite Right 388 • INCIDENT 2: A Commitment to
Ombudspersons 350 Safety? 388 • Endnotes 389
Alternative Dispute Resolution 351
More Considerations for Internal Employee
Relations 351 Part Six Operating in a Global
Transfers 351 Environment 391
Promotions 352
Resignations 352 Chapter 14 Global Human Resource
Retirements 354 Management 392
Preparing for Exams/Quizzes 355 • Key Terms 356 Evolution and Context of Global Business and Human
Questions for Review 356 • Preparing for My Career 356 Resource Management 393
■■ETHICS DILEMMA: To Fire or Not to Fire 356 Evolution of Global Business 393
Context of Global Business 395
HRM Is Everyone’s Business 357 • HRM by the
Numbers 357 • Working Together: Team Exercise 359 Global Staffing 400
INCIDENT 1: Employment at Will 359 • INCIDENT 2: To Heck with Expatriate 400
Them! 359 • Endnotes 360 Host-Country National 400
Third-Country National 400
Chapter 13 Employee Safety, Health, and Approaches to Global Staffing 400
Wellness 362 Recruiting Host-Country Nationals 401
Nature and Role of Safety, Health, and Wellness 363 Selecting Expatriates 401
Occupational Safety and Health Administration 364 Background Investigation 402
xiv    CONTENTS

■■HR BLOOPERS: United Architect’s Expatriate Global Employee Relations 409

Problems 402 Global Labor Relations 410
Global Performance Management and Human Resource Globalization for Small to Medium-Sized Businesses 410
Development 403 Preparing for Exams/Quizzes 411 • Key Terms 412
Performance Management 403 Questions for Review 412 • Preparing for My Career 413
Expatriate Human Resource Development 403 ■■ETHICS DILEMMA: Meeting Customer Demand at
Pre-Move Orientation and Training 404 Any Cost 413
Continual Development: Online Assistance and Training 404 HRM Is Everyone’s Business 413 • HRM by
Repatriation Orientation and Training 405 the Numbers 414 Working Together: Team
Global E-learning 405 Exercise 414 • INCIDENT 1: My Darling 414 • INCIDENT 2:
Virtual Teams in a Global Environment 406 Was There Enough Preparation? 415 • Endnotes 415
Global Compensation 407
Compensation for Host-Country Nationals 407 Glossary 418
Expatriate Compensation 408
Name Index 429
Global Safety, Health, and Employee and Labor
Relations 408 Company Index 430
Safety and Health 408 Subject Index 432
Preface

New to this Edition

Four new features appear in each chapter that enable students to integrate knowledge and valu-
able skills regardless whether choosing a career in the HRM profession or other business func-
tion in smaller or larger organizations, all available in MyLab.
CHAPTER 2 • BUSINESS ETHICS, CORPORATE SOCIAL RESPONSIBILITY, AND SUSTAINABILITY 47
47
CHAPTER 2 • BUSINESS ETHICS, CORPORATE SOCIAL RESPONSIBILITY, AND SUSTAINABILITY

HRM
HRMIsIs Everyone’s Business
Everyone’s Business CHAPTER 2 • BUSINESS ETHICS, CORPORATE SOCIAL RESPONSIBILITY, AND SUSTAINABILITY 47
Most
Mostcompany
company leaders andemployees
leaders and employeeswillwill face
face ethical
ethical challenges
challenges at oneattime
oneortime or another.
another. Some employees
Some employees will intentionally
will intentionally
commit
commitethics
ethicsviolations forpersonal
violations for personalgain.
gain. Other
Other employees
employees may may unknowingly
unknowingly do so. Whether
do so. Whether you are ayou areHRM
manager aormanager or HR profes- Business
Is Everyone’s
HR profes-
sional—an
sional—anemployee
employee maymay bring
bringconcerns
concerns about
about possible
possible ethical
ethical violations
violations to yourtoattention
your attention or you
or you may maythem
observe observe them yourself.
yourself.
Once
Once youare
you areaware
aware of
of aa situation
situationwhere
whereethics are are
ethics in question, you are
in question, youobligated to respond.
are obligated to respond. Most company leaders and employees will face ethical challenges at one time or another. Some employees will intentionally
commit ethics violations for personal gain. Other employees may unknowingly do so. Whether you are a manager or HR profes-
Actionchecklist
Action checklist for
for managers
managersand
andHR—responding to allegations
HR—responding of unethical
to allegations behavior
sional—anbehavior
of unethical employee may bring HRMabout
$$ concerns Ispossible
Everyone’s Business.
ethical violations to your attentionThis feature
or you may explains
observe them yourself.
Once you are aware of a situation where ethics are in question, you are obligated to respond.
HR takes the lead
HR takes the lead
Work with managers to ensure that they understand the company’s code of ethics and communicate theAction procedures for
how HR professionals and managers throughout
checklist for managers and HR—responding to allegations of unethical behavior
Work with managers
addressing
addressing
instances oftopotential
ensureethical
that they understand the company’s code of ethics and communicate the procedures for
violations.
HR takes the lead the organization work together to address important
Encourageinstances
managers toofshare
potential ethical violations.
the company’s code of ethics with employees, lead open discussions about everyone’s obliga-
Encourage managers
tion to behave ethically,toand
share theacompany’s
create codefor
safe environment of employees
ethics withto employees, lead open
report their concerns discussions
about Work
about
possible ethical with managers
everyone’s
violations obliga- workplace issues by highlighting specific connec-
to ensure that they understand the company’s code of ethics and communicate the procedures for
addressing instances of potential ethical violations.
tion to behave
to the ethically,
appropriate and create a safe environment for employees to report their concerns about possible
authority. ethical violations
toGuide managers through
the appropriate the process of handling employees who are suspected of committing ethical violations.
authority.
Encourage managers to tions and the reality that HR activities are never
share the company’s code of ethics with employees, lead open discussions about everyone’s obliga-
tion to behave ethically, and create a safe environment for employees to report their concerns about possible ethical violations
Guide managers
Managers take thethrough
lead the process of handling employees who are suspected of committing ethicaltoviolations. the appropriate authority. performed in isolation.
Guide managers through the process of handling employees who are suspected of committing ethical violations.
Educate
Managers HR on
take thecertain
leadaspects of employee roles to better understand how unethical behavior may manifest in your depart-
ment. Bringing HR up to speed creates a partnership for more effectively responding to possible ethical violations. Managers take the lead
Educate
DiscussHR on certain
concerns with HR aspects
about of employee
possible roles
ethical to better
violations andunderstand how
follow through unethical
based behavior
on company may
policy andmanifest
procedures.in your depart-
ment. Educate HR on certain aspects of employee roles to better understand how unethical behavior may manifest in your depart-
WorkBringing HR HR
together with up to to speed creates
implement a partnership
a training forcompany’s
plan on the more effectively
code of responding to possible
ethics and creating ethical
hypothetical violations.
scenarios
ment. Bringing HR up to speed creates a partnership for more effectively responding to possible ethical violations.
Discuss concerns
illustrating ethicalwith HR about
and unethical possible
behavior ethical
relevant violations
to your and follow
departmental through based on company policy and procedures.
activities. Discuss concerns with HR about possible ethical violations and follow through based on company policy and procedures.
Work together with HR to implement a training plan on the company’s code of ethics and creating hypothetical
Work together scenarios
with HR to implement a training plan on the company’s code of ethics and creating hypothetical scenarios
illustrating ethical and unethical behavior relevant to your departmental activities. illustrating ethical and unethical behavior relevant to your departmental activities.
42 PART 1 • SETTING THE STAGE
HRM by the Numbers
Paying the Price for Underpaying Workers Also, long before the enormous oil spill in 2010, BP promoted itself as being eco-friendly.
HRM by the Numbers HRM by the Numbers
Its literature stated that BP stood for “Beyond Petroleum.” BP marketed itself as a producer of
An additional HRM by the Numbers exercise can be found on MyLab Management.
Paying the Price alternative
for Underpaying Workers
energies, an image that was seriously damaged by the devastating oil spill in the Gulf
Paying the Price
HR professionals shouldfor Underpaying
ensure Workers
that workers are paid for their work on a timely basis. Sometimes, companies pay workers less
An additional HRM of
by Mexico in 2010.
the Numbers Instead
exercise can beoffound
spending billions
on MyLab on eco-friendly
Management . energy and building an employer
than what they should and there are various possible reasons such as intent to save money or in error. Either way, paying employ-
An additional HRM by the Numbers exercise can be found on MyLab Management.
ees lesser amounts than owed may violate the law. For instance, the Fair Labor Standards Act (FLSA), which we brand campaign around it, many believe that BP would have been much better off if it had spent
HRwill discuss in should
professionals ensure that workers are paid for their work on a timely basis. Sometimes, companies pay workers less
more time
are and effort in training
reasons its employees
as intent toon
saveitsmoney
oil drilling platforms, establishing stronger
HRChapter 3, requires
professionals employers
should to pay
ensure thateligible
workers workers a higher
are paid pay for
for their overtime
work work. Specifically,
on a timely the overtime
basis. Sometimes, paywhat
than
companies rate they
equals
payshould and
workers there
less various possible such or in error. Either way, paying employ-
1.5 times the regular hourly pay rate for each additional hour exceeding 40 in a work week. safety protocols, and waiting until they were safe to operate. Even during this public relations
than what they should and there are various possible reasons such as intent to save money or in error. Either way, paying employ-may violate the law. For instance, the Fair Labor Standards Act (FLSA), which we will discuss in
ees lesser amounts than owed
You’ve learned that the company has not been paying employees appropriately for overtime work hours. It is your responsibil- , requires employers to pay eligible workers a higher pay for overtime work. Specifically, the overtime pay rate equals for
campaign, BP had a history of safety violation. BP had been “fined more than $100 million
ees lesser amounts than owed may violate the law. For instance, the Fair Labor Standards Act (FLSA)Chapter , which3we will discuss in
$
Chapter HRM by the Numbers. This feature provides an excel-
ity$ to calculate the amount of overtime pay owed to workers. After reviewing the payroll records, you discovered
3 , requires employers to pay eligible workers a higher pay for overtime work. Specifically,
1.5 the
the
following
times
overtime pay rate
safety
the regular hourly payviolations thatadditional
rate for each led to deaths of workers,
hour exceeding explosions
40 in a work week.of refineries, and leaking pipelines.”102
details: You’ve learned that equals
the company
The following hasWatch
not beenItpaying
video employees
describesappropriately for overtime
the environmental workofhours.
impact It is oil
another yourcompany’s
responsibil-spill
lent opportunity to think through concepts and their
1.5 times the regular hourly pay rate for each additional hour exceeding 40 in a work week.
1. Grouplearned
1: 225 workers. Each worker
ity to calculate the amount of overtime pay owed to workers.
and leadership’s reaction to the disaster. After reviewing the payroll records, you discovered the following
You’ve that the company hasearns a regular
not been hourly
paying pay rate ofappropriately
employees $18.00. For each
for of the past work
overtime 15 work weeks,
hours.
details: every-
It is your responsibil-
applications as well as analyze quantitative data to
one worked 45 hours.
ity to calculate the amount of overtime pay owed to workers. After reviewing the payroll records, you 1.
2. Group 2: 310 workers. Each worker earns a regular hourly pay rate of $21.00. For each of the past 20 work weeks,
discovered
Group theworkers.
1: 225
every-
following Each worker earns a regular hourly pay rate of $18.00. For each of the past 15 work weeks, every-
details:one worked 47 hours.
facilitate problem solving. one worked 45 hours.
2. Group 2: 310 workers. Each Watch It 2 a regular hourly pay rate of $21.00. For each of the past 20 work weeks, every-
worker earns
1.Every
Group 1: 225
worker workers.
received Each
regular pay worker earns
for all their a regular
hours worked,hourly
but theypay
didrate of $18.00.
not receive For eachovertime
an additional of the past
pay 15 work weeks, every-
amount.
one worked 47 hours. If your instructor has assigned this, go to www.pearson.com/mylab/management to watch
one worked 45 hours. a video titled Co Responsible for Oil Spill Under Fire and to respond to questions.
Questions Every workerweeks,
received regular pay for all their hours worked, but they did not receive an additional overtime pay amount.
2. Group 2: 310 workers. Each worker earns a regular hourly pay rate of $21.00. For each of the past 20 work every-
one Calculate
2-13. worked 47 thehours.
hourly overtime pay rate for each worker in (a) group 1 and (b) group 2.
Questions
2-14. How much money does the company owe all the workers in (a) group 1 over 15 weeks and (b) group 2 over 20 weeks?
2-13.pay?Calculate the hourly overtime
Brighterpay rate fora each
Planet, worker in (a)technology
sustainability group 1 and company,
(b) group 2.discovered in a recent survey that
Every
2-15.worker
How muchreceived
moneyregular
did thepay for allsave
company their
byhours worked,
not paying butworkers
all the they did not receive
(groups 1 and 2 an additional
combined) overtime
overtime pay amount.
2-14. How much money does the company owe all the workers in (a) group 1 over 15 weeks and (b) group 2 over 20 weeks?
although more firms are engaging in green activities, the effectiveness of these efforts has
Questions 2-15. How much money did the company
declined. 103 save by not paying all the workers (groups 1 and 2 combined) overtime pay?
Some believe that the problem with CSR is that it consists of a universal set of
2-13. Calculate the hourly overtime pay rate for each worker in (a) group 1 and (b) group 2. guidelines such as the “triple bottom line” (society, environment, and economy) mentioned previ-
Working
2-14. How much Together:
money doesTeam Exercise
the company owe all the workers in (a) group 1 over 15 weeks and (b) group 2 over 20 weeks? ously. To be “socially responsible,” each firm should follow the same guidelines instead of what
2-15. How much money did the company save by not paying all the workers (groups 1 and 2 combined) overtime pay? would be the most appropriate strategy for each firm. Using this logic, it would be more logical
In small groups of three or four, come up with specific answers to the following questions. Talk through your Working Together: Team Exercise
perspectives and
come up with a brief team response. Be prepared to share your ideas with the class. for oil companies such as BP to focus on being profitable, yet be an environmentally conscious
In small groups of threeoilorcompany.
four, comeFast-food
up with specific answers
restaurants to the
such following questions.
as McDonald’s Talk through
and retailers your
such as perspectives
Walmart shouldandeach
come up with a brief team response. Be $ prepared
$ Working Together. This feature offers oppor-
to share your ideas with the class.
use a different set of rules to do the same thing in their own industries.
Working Together: Team Exercise There are those who believe that all shareholders should not be required to be involved in
tunities for students to collaborate through
CSR investments. They think that only investors who want to be involved should participate. These
In small groups of three or four, come up with specific answers to the following questions. Talk through your perspectives
come up with a brief team response. Be prepared to share your ideas with the class.
investors sharing ideas, listening to others’ ideas, and
and would do so with the understanding that the objective is not just to make money but also
to do good. For example, an oil company such as Exxon could establish an alternative-energy
coming up with a cohesive team response to
subsidiary. Exxon would own a controlling stake, but funding would come from new investors
who want to support alternative energy and thus be socially responsible. If the subsidiary was
the assignment.
unsuccessful, the losses would be confined to the new investors. If it succeeded, the profits would
be shared by all shareholders.104

☛ FYI
The 2017 Global 100 Most Sustainable Corporations were most commonly found in the following
$$ FYI. This feature provides tidbits of information from survey countries:

research and extensive databases (e.g., employment statistics) that ● United States: 19 companies
● France: 12 companies
illuminate trends, opinions, and the use of specific HR practices. ● United Kingdom: 11 companies
● Canada and Germany: 6 companies
● Netherlands: 5 companies105

Corporate Sustainability
Corporate sustainability has evolved from the more traditional view of CSR. According to the
    xv
World Commission on Environment and Sustainability, the narrow definition of sustainability
is, “meeting the needs of the present without compromising the ability of future generations
to meet their own needs.”106 The Dow Jones World Sustainability Index (DJSI) provides a
good working definition of this term. They define it as, “An approach to creating long-term
shareholder value by embracing opportunities and managing risks deriving from economic,
 xvi    PREFACE

Updates to the 15th Edition

There are three significant updates made to this edition of the textbook; revised learning objec-
tives, updates to HRM practices, and new content in the majority of special features. First, the
learning objectives in each chapter have been revised to be consistent across chapters (there are
now six learning objectives per chapter with the exception of chapter 1) in order to better inte-
grate the chapter material together in a more effective manner to improve learning.
Second, there are substantial updates that highlight evolving HRM practices, statistics, and
business professionals’ perspectives. For instance, Chapter 7 (performance management and per-
formance appraisal) includes a section on trends in performance appraisal practice. In a nutshell,
some companies are providing performance feedback more frequently and as needed on a less
structured basis rather than putting off providing feedback until structured annual reviews are
given. This section also addresses the pros and cons of this more contemporary thinking as well
the same of longstanding approaches to provide students a balanced view.
Third, fifty percent of the Ethics Dilemma and fifty percent of the Incident features are new.
Business ethics are sets of guiding principles that influence the way individuals and organiza-
tions behave within the society that they operate. Analysis of the incidents, which depict realistic
scenarios, requires interpretation and proposed actionable responses. Many new Watch It! videos
appear throughout this edition.

Solving Teaching and Learning Challenges

Increasingly, students expect to see the applicability of their coursework to life and work after
graduation. When the connection is not clear to students, many may lose interest and, perhaps,
choose to do as little as possible to earn a good enough grade on quizzes and exams. How the

2
author conveys content and the choice of pedagogical features can pique interest in the subject
Business Ethics, Corporate Social matter and enhance learning and development of seven critical employability skills, which I have
PART 1 • discussed
34 SETTING THE STAGEin the Developing Employability Skills section in Chapter 1.
Responsibility, and Sustainability I approach the study of HRM in a realistic, practical, interesting, and stimulating manner.
2.2 Explore human resource Creating an Ethical Culture and a Code of Ethics
I focus on showing how HRM is practiced in the real world. Throughout the book, you will
management’s (HRM) role in Ethics is an important component of an organization’s culture. And it’s turning out to be more
see and
creating an ethical culture examples
a keyof for how organizations
organizations to conduct practice HRM. In explaining a concept, I often quote HRM
LEARNING OBJECTIVES After
code of ethics. completing this chapter, students should be able to: business in an ethical fashion. Why? The public insists on it.
professionals and other
Customers call for it.business professionals,
Most companies yet allhaveHRM
that take ethics seriously a code ofdiscussion is based on sound
ethics that codifies
ethical principles and guides employees to behave ethically. Let’s explore HR professionals’ roles
2.1 Discuss what ethics means and the theoretical
2.4 Explainconcepts
the concepts and
and practice.
practices Where appropriate,
in facilitating ethical cultures and codes of ethics. the strategic role of HRM is apparent in
sources of ethical guidance. related to corporate social responsibility
the discussion
and corporate
of each major
sustainability.
HRM function. In addition, I show how HRM topics are related
2.2 Explore human resource management’s to other HRM Ethical Culture
topics. For instance, a firm that emphasizes recruiting top-quality
once said, “Always do right. This will gratify some people and astonish the rest.”37
candidates but
(HRM) role in creating an ethical culture 2.5 DescribeMark Twain
a social audit.
and a code of ethics. neglects to This provide satisfactory
is certainly good advice forcompensation
both employees and is employers
wastingif time,
the firmeffort, and money.
wants to create an If a firm’s
2.3 Define human resource ethics. compensation system
ethical pays that
culture. Saying below-market
a company has anwages, the and
ethical culture firm will
having onealways
may be two bediffer-
hiring and training
ent things. Culture is concerned with the way people think, which affects the way that they act.
new employees Changing an organization’s culture thus requires modifying the common way of thinking of itsBesides this one
only to see the best leave for a competitor’s higher wages.
example, the interrelationship
members. 38
Organizations withof HRM practices
strong ethical cultures set in atodynamic
take steps business
ensure that their standardsenvironment will
are widely accessible, promoted, and followed by their leaders and employees.39 For example,
MyLab Management become more obvious as these topics are addressed throughout the
the Volkswagen debacle was not supposed to happen. The Volkswagen Code of Conduct was 24
book. These interrelation-
Improve Your Grade! ships are also pagesshown
long andtohadbea important as organizations
foreword by Martin Winterkorn, who wasoperate
then thewithin
company’s the global
CEO, and environment. I
other top executives saying, “We stand for respectable, honest, and actions in everyday business
If your professor is using MyLab Management, visit included several features
www.pearson.com/mylab/management that appear in the textbook and MyLab, designed
that are in accordance with rules, and we commit ourselves to the following Code of Conduct.”40
to enhance student
for videos, simulations, and writing exercises.
learning by Even actively
with theengaging
ethical code,students.
it is apparent that Volkswagen’s top management pursued business
as usual.
One way for a firm to create and sustain an ethical culture is to audit ethics, much like a
company audits its finances each year. Learn
41 It Practice
An ethics audit is simply a systematic, independent,
Learn It
and documented
If your professor has chosen to assign this, go to www.pearson.com/mylab/management process for Students
obtaining evidencecan be assigned
regarding the status ofthe Chapter Warm-Up before
an organization’s
ethical2 culture. It. takes a closer look at a firm’s ethical culture instead of just allowing it
to see what you should particularly focus on and to take the Chapter Warm-Up coming to class. Assigning these questions ahead of time
to remain unexamined. An ethical culture is made up of factors such as ethical leadership,
accountability, and values. The climatewill ensure
with that students
top management are coming
is fundamental to class prepared.
to a company’s
ethical culture.42 Ethical leadership begins with the board of directors and CEO and contin-
ues to middle managers, supervisors, and employees.43 Building an ethical culture that lasts
Watch It Videos
requires a foundation of practices that continue even when leaders change.44 The following
Watch It video illustrates how employees and members of management are brought together
Recommends a video clip that can be assigned to students for outside classroom viewing or that
to enact a change within the company. Their goal is to limit the negative environmental
can be watched in ofthe
impacts classroom.
their company as much Theasvideo corresponds
possible by applying theto the
best chapter
practices material
concept to their and is accompa-
everyday
nied by multiple activities.
choice questions that reinforce student’s comprehension of the chapter content.

Watch It 1
If your instructor has assigned this, go to www.pearson.com/mylab/management to watch
a video titled Patagonia: Ethics and Social Responsibility and to respond to questions.

According to the Corporate Executive Board in Arlington, Virginia, companies with weak
ethical cultures experience 10 times more misconduct than companies with strong ethical cul-
tures.45 In workplaces with a strong ethical culture, only 4 percent of employees feel pressure
 support of minority enterprises, pollution control, corporate giving, involvement in selected com-
munity projects by executives, and a hard-core unemployment program. The ideal social audit
would go well beyond a simple listing and involve determining the true benefits to society of any
socially oriented business activity.
PREFACE    xvii

Try It!
Try It Mini Simulations
If your instructor has assigned this, go to www.pearson.com/mylab/management to Recommends a mini simulation that can be assigned to stu-
complete the Management & Ethics simulation and test your application of these concepts
when faced with real-world decisions. dents as an outside classroom activity or it can be done in the
classroom. As the students watch the simulation they will be
46 PART 1 • SETTING THE STAGE asked to make choices based on the scenario presented in the simulation. At the end of the simula-
tion the student will receive immediate feedback based on the answers they gave. These simula-
Key Terms tions reinforces the concepts of the chapter and the students’ comprehension of those concepts.
RING FOR EXAMS/QUIZZES
ethics 29
code of ethics 35
corporate social responsibility
(CSR) 39
corporate sustainability
social audit 44
39 CHAPTER 2 • BUSINESS ETHICS, CORPORATE SOCIAL RESPONSIBILITY, AND SUSTAINABILITY 39

human resource ethics 36

r Summary by Learning Objectives HR BLOOPERS

HR BlooperswhatExercises
s what ethics means and the sources of ethical and compliance a process for determining how employees
Sales Incentives at Pinser Pharmaceuticals
ce. Ethics is the discipline dealing with MyLabis Management are compensated.
nd bad, right and wrong, HRorBloopers
with moral present
duty
If your
and scenarios
instructor is
3. Definethat human
using MyLab Management describe
resource ethics. Human resource ethics is Quarterly sales reports are in at Pinser Phar-
, go to www.pearson.com/mylab/ Apparently, many of the sales representatives are using some of
on. Business ethics addresses matters of choices to completethe theapplication of ethical principles
icon . to HR relationships
maceuticals and andBen Ross looks forward to sharing the reports with their own extra earnings to earn the favor of the doctors. Gifts, dinners,
potential mistakes
ight and wrong made by business leaders. One
management
that may occur in
problems marked
activities. HR
with this the sales team. As a compensation analyst, Ben calculates sales and other incentives are provided to the doctors to encourage them to
commissions for the sales representatives, and high sales mean big write Pinser prescriptions. At first he thought there might be a problem
use numerous sourcespractice.
to determineQuestions
what is right that 4.follow Explain the in concepts
MyLab and practices related paychecksfor
to corporate the team. The sales representatives receive incentive pay with this practice, but Ben knows that Pinser has a Code of Ethics and
bonuses based on how many times doctors in their sales territory pre- provides ethics training to all employees, so the sales representatives
ng, good or bad, and moral or immoral, such social responsibility and corporate sustainability. Cor-
Management provide students
books or one’s conscience. Another source of
with the
porate social responsibility is the implied, enforced,
scribe Pinser drugs. The number of prescriptions has increased with
several of theorpopular drugs Pinser makes and the sales representatives
must know that their practices are acceptable. Ben understands that
this is just the way business is done, and Ben’s job is just to make sure
guidance is the behaviorQuestions
opportunity for
and advice ofto Review
test their understanding
people, and acting in their official
felt obligation of managers, that have the doctors writing the most prescriptions stand to benefit
capac- they get paid what they have earned.
significantly. Ben knows that they have steep competition on some of
ng our parents, friends, 2-and
1. What
role models
are andbusiness ethics?
ethics and ity, tobased
serve or protect 2-the
7. What
interests
are theofareas
groups other
in which HRthan
professionals can have
recall
2- 2. Whatofare the
some
rs of our churches, clubs, and associations. For
chapter
sources of material
ethical guidance? on the a major impact
themselves, and corporate sustainability focuses on
their
ethics?
products,
ahead of
but he has also heard
oncompetitors.
the
some rumors about how they stay

ofessionals, there areinformation contained in the scenarios.

2- 3. What laws have been passed to legislate ethics? 2- 8. What is corporate social responsibility?
codes of ethics that pre-
2-4. Why is it important to have a code of ethics?
possible future impact of an organization on society, includ-
2-9. What does corporate sustainability mean?
certain behavior. 174 the PART 2If •your professor has assigned this, go to www.pearson.com/mylab/management to complete the HR Bloopers exercise and test your ap-
2-5. Regarding business ethics, what does theing social welfare, the economy,
What areandsome of environment.
STAFFING
statement 2-10. the plication
practices of companies
these conceptscan
whenusefaced
to with real-world decisions.
e human resource management’s (HRM)
“what you rewardrole in you get” mean?
is what According to the World Commission on Environment and
promote sustainability?
g an ethical culture and2-a6.code
Whatofareethics. An ethi-
HR ethics? Sustainability, the narrow definition of sustainability is,
ure is made up of factors such as ethical leadership, “meeting the needs of the present without compromising ET HI CS D I L EMMA from more than 120 people from departments across the organization, including legal, human
ability, and values. The climate at the top is funda- the ability of future generations to meet their own needs.”
Personalorganizations Inventory
resources, IT security, and records management.80
Assessments
to a company’s ethical culture. Ethical leadership In recent years, sustainability has been expanded to include Hiring withU.S.Incomplete Information
Ethics training for global is more complicated than preparing the training for

1994, LRN The

employees. One must also train for the country in which the global company operates. Since
has helpedPersonal
15 million people atInventory Assessment feature,
with the board of directors and CEO and continues the social, economic, environmental, and cultural systems
PREPARING FOR MY CAREER
managers, all other managers, and supervisors. needed to support an organization. Roberta Blythe recently opened a new business
700 companies across the world simultaneously
Roberta decided to streamline the process. Dropping background
navigate legal and regulatory environments and foster ethical cultures.81 A few of their customers
g an ethical culture thatPlasts
I Arequires
Personal Inventory Assessment
a foundation 5. Describe a social audit. A socialservice
named “Assisting You.” The company is a referral
audit providers
is a systematic
agency,
include CBS, included
matching
Dow Chemical, in
checks
eBay, 3M,most
would
and chapters,
reduce
Siemens.theChris time by gives
waitCampbell, 15creative students
days. Feeling
director intense
at LRN, the
pressure
with customers who have home says, projects. Roberta’s to succeed, Robertaofbegan hiring providers withoutneedfirsttoconducting
ices that continue even when leaders change. assessment of a company’s activities
An additional Personal Inventory Assessment can be found on MyLab Management.
in terms
strategy is to of its
build a social
large clientele quickly by offering opportunity
“Localization
lower
is as important
prices backgroundfor
as the accuracy
self-assessment
checks.
able to connect in a way that is believable to them.” 82Roberta feels confident inand
the translation process. Learners
her personal
decision
be
because
code of ethics establishes the rules that the organi- impact.
Ethical Leadership
ives by. Only a few companies have made ethics Assessment
and shorter wait times than the competing agencies. Before long, cli-
ents’ requests began coming in faster than she could meet them on
reflection.she Understanding yourself and finding
has heard about many of the service providers, but certainly not all.
6-22. What would you do?
2.4 you’ll
Organizations need ethical leadership from all employees, but especially from managers. In this PIA, Explain see
the concepts
how much and thoughtCorporate Social Responsibility and Sustainability
your voice
a timely basis. Also, the recruiting and selection process from start to
will help you approach situations
6-23. What factor(s) in this ethics dilemma might influence a person
finish increased from related
practices 30 days to 50 days. Desperate
to corporate totomeet
Related demand,
ethics to make asocial
are the concepts of corporate less-than-ethical
responsibilitydecision?
and corporate sustainability.
and effort goes into being ethical in your workplace behavior. social responsibility and corpo-
rate sustainability.
within
Corporate social and(CSR)
responsibility outside theenforced,
is the implied, employment setting
or felt obligation of managers, with
acting in their official capacity, to serve or protect the interests of groups other than themselves,
and corporategreater confidence.
sustainability focuses on the possible future impact of an organization on society,
corporate social responsibility including social welfare, the economy, and the environment. CSR and corporate sustainability
(CSR) differ from ethics in an important way. Ethics focus on individual decision making and behavior
Implied, enforced, or felt
and the impact of ethical choices on employee welfare. As noted, CSR and corporate sustainability
HRM Is Everyone’s Business ETHICS DILEMMA obligation of managers, acting
HRM Is Everyone’s Business
in their official capacity, to serve
consider the broader impact of corporate activities on society.
Ethics, CSR, and corporate sustainability are everyone’s business. HR professionals par-
CHAPTER 3 • EQUAL EMPLOYMENT OPPORTUNITY, AFFIRMATIVE ACTION, AND WORKFORCE the interests of 85
or protectDIVERSITY groups
As noted earlier, HRMQuandary
A Selection Is Everyone’s In Chapter other
5, we explained
than themselves.the role of HRticularly concern themselves with establishing policies to promote ethical behavior and discour-
professionals and managers in the recruitment process. Together, identified the best
age unethical behavior. In addition, the HRM function’s leadership works with other executive
approaches to building a pool of qualified candidates. Now,training
it’s time to make for
selection (hiring) decisions. Successful selection
Business explains how HR professionals
Action checklist for managers and HR—understanding and applying
You are being promoted to a new assignment to Randy if the feelings
the legal
decisions
of the are based
other
landscape
corporate
workers
Concerns
sustainability
on possible
with the
keptcollaboration
him
leadership
between
from getting
future
to identify
HR professionals
positive contributions
opportunities
and hiringand
to these objectives
educating
managers
developingwho
employees about how
bring complementary
performance-based
they may make
expertise
pay programs that and
HR takes the lead
and managers throughout the organization
within your company, and your boss has asked you to nominate one
of yourWork with the as
subordinates legal
yourdepartment
replacement. to conduct training
The possible sessions
candidates
a deserved promotion.
aredesigned to educateshould
responsibility managers
At
be to on
the same
some
maintain onof
time,
impact of
the
society,
the
you
an
most
feel that
organization
perspectives to the task. HR professionals
important
including
productivity social
of
your primary areemployee
align experts performance
on every aspect
the work unit. Ifwith their staffing needs.
of the
with CSR andselection process (e.g.,
social responsibility goals.reliability and validity), and
hiring managers are most well-acquainted
work together to address important work-
Randylegislation
Carlton, who
Conductnot
who, though
thatiswill
anasaudit
governmore
obviously employee-related
qualified, andactions
to identifyis potential
experienced, much betterfor liked
James (e.g.,
disparate
by theimpact;
Civil Rights
Mitchell, your Acts,
disparate
workers.
formerADEA,
divisionand
impact training
reputation,
fellADA).
apart after
is conducted
not to mention
welfare, the economy,
your departure,
environment.
to ensure that managers
the company.
it and
wouldthehurt your

Action checklist for managers ☛and HR—understanding and applying selection concepts
place issues. This feature highlights some
andisother
If Randy givendecision
acceptConsider
him as their leader.
makers you
the promotion,
private sector
James,
are aware
companies
are notofcertain
the pitfalls.
that hold
on the other
the workers will
hand,government
2-11. What would you do?
contracts 2-
is a hard worker to12.
understand whatand
What factor(s) in thismethods
additional standards
ethics dilemmamay be placed
might
FYI
influence a person ● Eighty-eight percent feel their job is more fulfilling when they are provided opportunities to make
of the specific connections between man-
and ison them
well because
liked of their relationship
and respected by the others,withincluding
the federal government.
Randy. As to make a less-than-ethical
HR takes the decision?
lead a positive impact on social or environmental issues.83
Provide
you labor over legal updates you
the decision, to managers
think about because legislation
how unfair is changing
it would be quickly (particularly in these times). Many law firms
agers and HR professionals, and the reality
provide these services via pro bono teleconferences. In-house employment lawyers can also Review
provide
considered.
thethese
appropriate
For
updates. For
example,
guidelines for evaluating applications and résumés. Communicate what should and should not be
some people list birthdate or marital status on their résumés and this information should never be
instance, we learned in this chapter that the EEOC considers treating gay, lesbian, bisexual, and transgender employees less
that HR activities are never performed in
favorably than others as a form of sex discrimination under the Civil Rights Act of 1964. considered when formulating interview questions or making the selection decision.
Make sure that the legislative necessities create a starting point for establishing company policy Discuss
and notwhether
merely the testing will add useful information for making more accurate selection decisions.
justifica-
isolation.
tion for doing the bare minimum. Review the guidelines for conducting effective interviews and coordinate the types of interview questions that will be asked
Managers take the lead by HR and the questions that will be asked by managers.
Speak openly about the importance of mutual respect and lead by example. HR professionals conduct background checks.
Identify employees who fall into a group addressed specifically by law or company policy (e.g.,HRADA)professionals
which mayshare their evaluations of the job candidates, and inform managers whether the results of the background
be a new
check warrant
experience for you to work with as a manager (e.g., in most jobs, you will have more experience working further consideration.
with minority
employees than disabled employees or transgender employees).
Encourage employees to discuss in confidence with managers and HR professionalsManagers any concernstake thehave
they may leadabout
Review
instances of possible illegal discrimination whether it be about themselves or out of concern for the top candidates
their coworkers. It is impor-with HR after prescreening applications and résumés.
tant to provide a safe haven for employees who come forward. If testing is considered relevant, explain the minimum performance standards expected of successful employees.
Share interview questions with HR to ensure job-relatedness.
Consider all the job-related information and discuss whether a job offer should be made.
HRM by the Numbers
Detecting Adverse Impact
An additional HRM by the Numbers exercise can be found on MyLab Management. HRM By The Numbers Exercises
HRM by the Numbers
Adverse impact usually takes place when an employment decision, practice, or policy has a disproportionately negative effect
on a protected group. HR professionals rely on the “four-fifths” or “80 percent” rule to judge whether adverse impact may have
As noted earlier, HRM by the Numbers provides an excel-
occurred. Consider the situation for men and for women: Measuring Selection Outcomes lent opportunity to sharpen problem solving skills through
Sex Total Applicants Selected Applicants Selection Rate the analysis
An additional HRM by the Numbers exercise can be foundof numerical
on MyLab Management.
data, creating the foundation
You were hired to develop a new recruitment and selection system to fill marketing assistant jobs. The Vice President of HR
Female
Male
750
1,050
375
450
for quantifying HRM concepts and practices. There are
asked you to calculate various metrics to judge the effectiveness of the system using data from the previous calendar year. You
Total 1,800 825 two data-driven
have the following data to judge the effectiveness exercises per chapter, one in the book
of the selection system:

3-18. Calculate (a) the selection rate for females and (b) the selection rate for males. and both in MyLab Management. Answers are found in
3-19. What is the ratio of the female selection rate to the male selection rate?
3-20. Based on your answer to question 3-19, is there evidence of possible adverse impact? the Instructor’s Manual and in MyLab Management.

Working Together: Team Exercise

In small groups of three or four, come up with specific answers to the following questions. Talk through your perspectives and
come up with a brief team response. Be prepared to share your ideas with the class.
xviii    PREFACE

Working Together Exercise

As noted earlier, Working Together offers opportunities for students to collaborate through shar-
ing ideas, listening to others’ ideas, and coming up with a cohesive team response to the assign-
ment. If assigned by the instructor, students may make brief oral presentations of their ideas to
the class, creating an additional opportunity for working together.

Assisted Graded Writing Questions

These are short essay questions which the students can complete as an assignment and submit to
you, the professor for grading.

MyLab Management
Reach every student with MyLab
MyLab is the teaching and learning platform that empowers you to reach every student. By com-
bining trusted author content with digital tools and a flexible platform, MyLab personalizes the
learning experience and improves results for each student. Learn more at MyLab Management.

Deliver trusted content

You deserve teaching materials that meet your own high standards for your course. That’s why
we partner with highly respected authors to develop interactive content and course-specific
resources that you can trust — and that keep your students engaged.

Empower each learner

Each student learns at a different pace. Personalized learning pinpoints the precise areas where
each student needs practice, giving all students the support they need — when and where they
need it — to be successful.

Teach your course your way

Your course is unique. So whether you’d like to build your own assignments, teach multiple sec-
tions, or set prerequisites, MyLab gives you the flexibility to easily create your course to fit your
needs.

Improve student results

When you teach with MyLab, student performance improves. That’s why instructors have cho-
sen MyLab for over 15 years, touching the lives of over 50 million students. Learn more.

Developing Employability Skills

For students to succeed in a rapidly changing job market, they should be aware of their career
options and how to go about developing a variety of skills. In this book and MyLab, I focus
on developing these skills in the following ways: In this course, and, specifically in this text,
­students will have the opportunity to develop and practice seven important skills based on vari-
ous learning features that are summarized in the matrix and subsequently illustrating some of the
connections between the employability skills and learning features:
PREFACE    xix

Knowledge Business Ethics Information

Critical Application and Social Technology and Data
Communication Thinking Collaboration and Analysis Responsibility Computing Skills Literacy
FYI ✓ ✓
Watch It! ✓ ✓
Try It! Simulation ✓ ✓ ✓ ✓
HR Bloopers ✓ ✓ ✓ ✓
Chapter Review ✓ ✓
Personal Inventory
✓ ✓
Assessment
Ethics Dilemma ✓ ✓ ✓
HRM Is Everyone’s
✓ ✓ ✓
Business
HRM by the Numbers ✓ ✓ ✓ ✓
Working Together ✓ ✓ ✓
Case Incident 1 ✓ ✓ ✓
Case Incident 2 ✓ ✓ ✓

Instructor Teaching Resources

Human Resource Management comes with the following teaching resources.

Supplements available to instruc- Features of the Supplement

tors at www.pearsonhighered.com/
Instructor’s Manual $$ Chapter-by-chapter summaries
$$ Examples and activities not in the main book
$$ Teaching outlines
$$ Solutions to all questions and problems in the book

Test Bank More than 2,000 multiple-choice, true/false, and short-answer questions with these annotations:
$$ Difficulty level (1 for easy, 2 for moderate, 3 for difficult)
$$ Type (Multiple-choice, true/false, short-answer, essay

$$ Topic (The term or concept the question supports)

$$ Learning outcome

$$ AACSB learning standard (Written and Oral Communication, Ethical Understanding and
Reasoning; Analytical Thinking; Information Technology; Diverse and Multicultural Work;
Reflective Thinking; Application of Knowledge; Interpersonal Relations and Teamwork)

Computerized TestGen TestGen allows instructors to:

$$ Customize, save, and generate classroom tests
$$ Edit, add, or delete questions from the Test Item Files

$$ Analyze test results

$$ Organize a database of tests and student results.

PowerPoints Slides include many of the figures and table in the textbook
PowerPoints meet accessibility standards for students with disabilities. Features include, but not
limited to:
$$ Keyboard and Screen Reader access

$$ Alternative text for images

$$ High color contrast between background and foreground colors

xx    PREFACE

Acknowledgments
I wish to give a special thank you to R. Wayne Mondy whose dedication and expertise in the
first 14 editions have positively impacted thousands of students’ educational experiences. I am
thrilled and honored to carry the torch forward in pursuit of doing the same for thousands more.
At Pearson, I wish to thank my editor, Dan Tylman, who provided excellent insights through-
out the preparation of this edition. Many others at Pearson provided excellent advice throughout
the process and project management oversight, including Yasmita Hota, Ashley Santora, Melissa
Feimer, and Stephanie Wall. At SPi Global, I thank Raja Natesan and Nicole Suddeth. In a­ ddition,
student feedback has made this book an invaluable resource. Finally, the support and encourage-
ment of many practicing HRM professionals and faculty members has helped to make this book
possible.

About Joseph J. Martocchio

My interest in the human resource management field began
while I was a junior at Babson College. I found myself want-
ing to practice in the field as well as to become a university
­professor and researcher. I pursued both professional desires
starting with employment at Cameron and Colby (a reinsur-
ance company) in Boston and General Electric’s Aerospace
business group in Valley Forge, Pennsylvania.
I advanced my education in the human resource manage-
ment (HRM) field by earning a master’s degree and Ph.D.
­degree at Michigan State University. My master’s degree en-
abled me to build an even stronger foundation in practice
and my doctoral degree provided me with the skills to con-
duct scholarly research and teach college-level courses. Since
earning my graduate degrees, I have been a professor in the
School of Labor and Employment Relations at the University
of Illinois, Urbana–Champaign and assumed administrative roles as a Provost Fellow, Associate
Dean for Academic Affairs, and Interim Dean. All the while, I have taught a variety of courses in
the HRM field. These include compensation systems, employee benefits, employment systems
(HRM and labor relations), HR planning and staffing, and statistics. I also teach the compensa-
tion and statistics courses online. For many years, I served as the faculty advisor to the student
chapter of the Society for Human Resource Management at the University of Illinois during
which time students earned Merit Awards and Superior Merit awards on multiple occasions.
As a researcher, I have studied a variety of topics that include employee absenteeism,
­employee training and development, compensation systems, employee benefits, and generational
­diversity. My work appears in leading scholarly journals such as Academy of Management Journal,
Academy of Management Review, Journal of Applied Psychology, Journal of Management, and
Personnel Psychology. I received the Ernest J. McCormick Award for Distinguished Early Career
Contributions from the Society for Industrial and Organizational Psychology (SIOP), and I was
subsequently elected as a Fellow in both the American Psychological Association and SIOP.
Following the attainment of this recognition, I served as the Chair of the HR Division of the
Academy of Management as well as in various other leadership roles within that organization.
Besides writing scholarly articles and Human Resource Management, I have two sole-­
authored textbooks: Strategic Compensation: A Human Resource Management Approach
(Pearson Higher Education), which is in its 9th edition, and Employee Benefits: A Primer for
Human Resource Professionals (McGraw-Hill), which is in its 6th edition.
Part One
Setting the Stage
Chapter 1
Human Resource Management: An Overview

Chapter 2
Business Ethics, Corporate Social Responsibility,
and Sustainability

Chapter 3
Equal Employment Opportunity, Affirmative
Action, and Workforce Diversity
 1 Human Resource Management:
An Overview
LEARNING OBJECTIVES After completing this chapter, students should be able to:

1.1 Define human resource management 1.5 Summarize HRM issues for small
(HRM) and the importance of studying it. businesses.

1.2 Describe who performs HRM.
1.3 Explain how the HRM function serves
as a strategic business partner and
the elements of the dynamic HRM
environment.
1.6 Identify ways that country culture
influences global business.
1.7 Explore essential skills for developing
your career in HR or any other career
path.

1.4 Discuss the role of HRM in building

corporate culture and employer
branding.

MyLab Management
Improve Your Grade!
If your professor is using MyLab Management, visit www.pearson.com/mylab/management
for videos, simulations, and writing exercises.

Learn It
If your professor has chosen to assign this, go to www.pearson.com/mylab/management
to see what you should particularly focus on and to take the Chapter 1 Warm-Up.

2    

1.1 Define human resource
management (HRM) and the
importance of studying it.
human resource management
(HRM)
Utilization of individuals to achieve
organizational objectives.
    3
Like many students, you’ve probably had a job (or two) at some time or another while working
on your degree. Your work experiences are likely to have been influenced by the knowledge and
skills of a human resource (HR) manager and your manager. Both HR professionals and manag-
ers work together to recruit and hire the right individuals as well as evaluating and rewarding job
performance. This textbook is about the important work that HR managers accomplish and how
they work with managers and employees to promote a mutually beneficial employment experi-
ence. Mutually beneficial employment experiences can be described by goal-directed managers
who create a positive environment for you to achieve exemplary job performance, which, together
with other employees, will help the company meet its strategic objectives.
This chapter will enable you to describe and understand the human resource management
function and why it is worthwhile to study it. In the sections that follow, we introduce you to the
functions that make up human resource management (HRM) and identify who is responsible for
managing it. Next, we discuss HRM as a strategic business partner and the dynamic role of the
environment that influences HRM practice, followed by considering the role of HRM in building
corporate culture and employer branding. Then, we turn our attention to HRM in small businesses
and the influence of country culture on global business. Finally, we explore essential skills for
developing your career in HR or any other career path.
Human Resource Management: What It is and Why
It is Important
Human resource management (HRM) is the use of individuals to achieve organizational objec-
tives. Basically, all managers get things done through the efforts of others. Consequently, manag-
ers at every level must concern themselves with HRM. Individuals dealing with human resource
matters face a multitude of challenges, ranging from a constantly changing workforce to ever-
present government regulations, a technological revolution, and the economy of the United States
and the world. Furthermore, global competition has forced both large and small organizations to
4    PART 1 • SETTING THE STAGE
staffing
Process through which an
organization ensures that it
always has the proper number of
employees with the appropriate
skills in the right jobs, at the right
time, to achieve organizational
objectives.
FIGURE 1-1
Human Resource
Management Functions
be more conscious of costs and productivity. Because of the critical nature of human resource
issues, these matters must receive major attention from upper management.
Why Study HRM?
Many of you plan to seek a career in HRM; others do not. Even if you don’t, HRM is everyone’s
business. Why should you care about studying HRM if you plan to work in accounting, finance,
marketing, operations, or starting your own business? Here are two things to consider. First,
understanding HRM will give you a solid foundation for understanding your rights and responsi-
bilities as an employee. For instance, you will be more informed about whether the employer is
evaluating your performance relative to other employees’ performance or on an absolute standard.
Knowing about the Fair Labor Standards Act primes an understanding about whether you qualify
for overtime pay. The list goes on and on. Just read the book!
Second, at some point in the future, you will probably have the opportunity to supervise
employees or lead a department. When you do, you will need to have the most qualified employees
on your team; and, you will want to ensure that they are achieving exemplary performance by
providing regular feedback and rewarding excellence. Also, when employees are not perform-
ing to standard, you will be responsible for identifying strategies for improvement, perhaps by
recommending participation in a training program or two, or deciding to terminate employment.
You will seek guidance from HR professionals and they will work with you to use appropriate
methods to recruit, select, evaluate, and reward employees. In the end, success in your career will
not only depend on your expertise, but also on having good employees.
Human Resource Management Functions
People who manage HRM develop and work through an integrated HRM system. As Figure 1-1
shows, six functional areas are associated with effective HRM: staffing, human resource devel-
opment, performance management, compensation, safety and health, and employee and labor
relations. These functions are discussed next.
STAFFING Staffing is the process through which an organization ensures that it always has the
proper number of employees with the appropriate skills in the right jobs, at the right time, to
achieve organizational objectives. Staffing involves job analysis, human resource planning,
recruitment, and selection, all of which are discussed in this text.1
Job analysis is the systematic process of determining the skills, duties, and knowledge
required for performing jobs in an organization. It impacts virtually every aspect of HRM, includ-
ing planning, recruitment, and selection. Human resource planning is the systematic process of
Human Resource
Development
ng
ffi
Sta
Co
mp
en
Human
sat
Resource
ion
management
Pe nag
ma
rfo em
rm en
an t
ce
alt d
He y an
h
fet
Sa
Employee and
Labor Relations
Another random document with
no related content on Scribd:
II

Hilu tekee työtä niin pitkälle kuin jaksaa, lepää vain sen, mikä
välttämätöntä on, ja jatkaa sitten taas. Alussa tuntuu jäsenissä
hiukan pakotusta, työn päätyttyä ne joskus tuntuvat lopen
puutuneilta, mutta se johtuu vain tottumattomuudesta. Jonkun ajan
kuluttua käy kaikki kuin itsestään, hän ei huomaa, kuinka aika kuluu
ja kun hän sen viimein huomaa, ei hän malta lopettaa. Se on nyt
sellaista.

Vähitellen, hän ei huomaa itsekään kuinka, valtaa hänet

samanlainen into kuin silloin kerran Mäntyniemen raiviomaalla.
Innostuksen tunteessa on nyt kuitenkin se ero, että se tällä kertaa on
selvempää, tyynempää ja määrätietoisempaa. Tähän intoon liittyy
ohut annos pelkoakin jonkun seikan väliintulemisesta ja siitä, että
jokin nyt voisi lopettaa kaikki kun juuri ollaan päästy käsiksi. Mutta se
tunne väistyy kuitenkin kaikkivoittavan innon edestä, ja yhä
navakammin iskee kirves puun kylkeen.

- On se kruunu sentään… ajattelee Hilu, - antaa köyhälle pirullekin

tilaisuuden tällaiseen…
 Niin, onhan se kruunu ja on aina ollut. Yhdenveroisia,
sanottakoonpa mitä tahansa, ovat sen edessä herrat ja jätkät,
työmiehet ja asessoorit, poliisit ja kruununvoudit. Ja puulaakitkin.
Tietenkin ne herrat krateerailevat ihmiset oman mielensä mukaan ja
hyvinkin kohtelevat eri tavalla herroja, talonpoikaa ja työmiehiä,
mutta ne nyt ovat vain herroja. Mutta kun oikein kruunun eteen
joudutaan, niin saman arvoisiapa ollaan, siitä ei päästä yli eikä
ympäri.

Rippikouluajoista Hilu muistaa, että kaikki valta on lähtöisin

Jumalasta.

— Jumalasta, Jumalastapa hyvinkin, päättää hän sydämen

vakaumuksella ja hartaudella. - Ei toisin voisi ollakaan, tietenkään.
Ja Jumala on antanut osan maallista valtaansa keisarille ja keisari
taas on luovuttanut valtaansa, mitä metsiin tulee, metsäherralle ja
metsäherra osaltaan metsänvartijalle. Onhan se metsänvartijakin
olevinaan joku herra, mutta tuskin se tosiasiallisesti on puulaakin
kymppiä kummempi eikä ainakaan ukkoherraa parempi…

Ja hän, Hilu siis on keisarin maalla ja keisarin metsässä

perustamassa uutistaloa. Tietää hän keisarin, on kuvissa monastikin
nähnyt. Sellainen vähän pujopartainen, hiukan pystynokkainen mies.
Iho kuin samettia ja muutenkin mies mukavan näköinen. Mitähän
sanoneekaan kun paperit näkee, jos nuo nyt sinne asti menevät.
Majesteetti…

Hilu pyyhkii hikeä otsaltaan, huoahtaa hetkisen ja siirtyy

seuraavan puun juurelle.

Niin, ja nyt sitä ollaan yhdessä Iinan kanssa. Iinalla on kyllä lapsi
jonkun rakennusmestarin kanssa, mutta se nyt on sen lapsenkin
kohta niinkuin se on. Alkujaankaan ei ole syytä Iinaa moittia ja
sitäpaitsi se asia on jo niin moneen kertaan sovittu. Oli syytä
hänessäkin, Hilussa, ja mikä tietää, vaikka hänestäkin olisi siinnyt
lapsi jonnekin… Mutta mitäpäs näitä, turhaan tulevat mieleen. Ollaan
nyt tässä, mihin ollaan pyrittykin. Siellä, kotona, Keinuvaaran
kupeella, on Iina. Aurinko paistaa tällä hetkellä suoraan ikkunoista
sisään ja pölyhiutaleet leijailevat valojuovissa. Iina odottaa häntä
kotiin myöhään lauantai-iltana, saattaa siksi tehdä juustonkin.
Heittäydytään levolle yhdessä… Ja kun heille lapsiakin tulee, niin ei
Kalle sen huonommalle osalle joudu. Ei tahdo aina muistaakaan,
ettei se ole omia, on päässyt siitä pitämäänkin niin… No, joko se
taas!

Kun ihmiset kyläpaikoissa ovat jo aikoja sitten menneet levolle

kaikuvat Hilun kirveen iskut vielä autiossa erämaassa, saavuttavat
vaaran seinämän, ponnahtavat takaisin ja kantautuvat
moninkertaisena kaikuna huokailevaan, varjottomaan yöhön.

*****

Muutamana päivänä Hilun työ äkkiä keskeytyy.

— No, mies! Mitäs sinä jyystät?

Hilu nostaa katseensa. Hänen edessään seisoo lihavahko mies,

punanokkainen, sänkipartainen, ja miehen takana laukunkantaja ja
muuan toinen mies. Mitä lienevät ohikulkijoita.

— Päivää, vastaa Hilu. — Talon tapaistahan tässä koetetaan

rustata.

— Vai talontapaista!
 Mies naurahtaa eikä näytä lainkaan ystävälliseltä. Saattaa olla
joku yhtiön herroista.

— Entä kenen luvalla? Hilu suutahtaa.

— Ei kenenkään maantienkulkijan luvalla, vastaa hän

tiuskaisemalla. —
Eikä ainakaan teidän luvallanne.

Vastaus näyttää hiukan ällistyttävän puhujaa ja hän miettii hetken,

mutta kokoaa sitten koko mahtipontisuutensa.

— Kyllä sen kuulee, että entinen jätkä on puhuttelemassa ihmisiä,

hän sanoo sitten levollisesti. — Mutta sitä ei pidä mennä
peukaloimaan yhtiön lanssimaita.

Hilu tarttuu kirveeseensä.

— Se on vale.

— Se on totta, vastaa vieras. - Ja paras, että lopetat tähän

paikkaan.

Veri nousee Hilun päähän ja viha taistelee ällistyksen ja nousevan

epätoivon kanssa. Tähänkö sen nyt sitten piti loppua!

— Lupa on paremmasta paikasta, sanoo hän näennäisesti

rauhassa. - Eikä työtä jokaisen kulkijan käskystä lopeteta.

— No lähde kysymään metsäherralta.

Nyt Hilu jo saa naurahtaa. Jos vain siitä on kysymys, niin

lähdetään vain. Mutta synti on heittää työtä kesken, sillä nyt on vasta
tiistai. Tulee melkein päivän tappio.
 — Kyllä se asia on jo sovittu, naurahtaa hän tyyntyneenä. - Jos
metsäherra tahtoo kieltää, niin kyllä hän lähettää sanan kun
ilmoitatte.

Mutta samalla hän ajattelee, että jos tässä sittenkin on koira

haudattuna ja epäilyksen aavistus täyttää hänen mielensä. Saattaa
tuolla toisella sittenkin olla jotakin pontta puheilleen tai sitten on hän
erehtynyt paikasta.

— Saatan minä teidän kanssanne lähteä metsäherrallekin, jatkaa

Hilu mietittyään, - mutta sillä ehdolla, että maksatte ajan hukan, jos
olette väärässä.

— Olkoon niin sitten.

— Se on sitten sata markkaa.

— Vaikkapa!

— Kuulkaa tarkasti, vieraat miehet, sanoo Hilu herran takana

seisoville miehille. Ei häntä vain niin juoksuteta.

Hilu oli huomannut, että ihmisten luonteenomainen korskeus,

pöyhkeys ja itserakkaus väheni sitä mukaa kuta lähemmäksi he
tulivat metsäherran puustellia ja kun he viimein astelivat verkalleen
portaita ylös, olivat he nöyriä poikia. Mutta kauhukseen hän pani
merkille, että tämän herran luonto ei ottanut laskeakseen edes
sittenkään kun portti oli auennut, vaan käski vielä miehensäkin
sisään. Jospa sittenkin… Ajatus väristytti Hilua.

Metsäherran työhuone on varjon puolella, mutta huonekalujen

kiiltävät pinnat välkähtelevät. Viipyy aikoja ennenkuin metsäherra
tulee näkyviin.
 — Keitä te olette?

Metsäherran katse pysähtyy ensin mieheen, jota Hilu luulee yhtiön

herraksi, viivähtää sitten molemmissa seuralaisissa ja pysähtyy oven
suussa seisovaan Hiluun.

— Kankkunen istuu, hän sanoo Hilulle.

Mies alkaa selittää asiaansa. Hän on yhtiön päälliköitä ja on

tavannut tämän Kankkusen kaatamassa puita yhtiön lanssimaalla.

— Mitä asiaa näillä toisilla on? kysäisee metsäherra vastaamatta

yhtiön herralle vielä mitään.

— Me olemme vain tämän Kotkasen, tämän ukkoherran,

saattomiehiä…

— Vai niin. Sittenhän teillä ei ole täällä mitään tekemistä.

Se oli niin metsäherran-paroonin tapaista. Ei olla tekemisissä

ihmisten kanssa muissa kuin asioissa. Mutta ukkoherran kasvot
lensivät tulipunaisiksi. Ei nyt taidettu tulla oikealle asialle.

— Jaha, lanssimaa, sanoi metsäherra sitten kääntyen yhtiön

miehen puoleen. — Mihin te tahdotte tulla?

Yhtiön herra koettaa selvittää asiaansa. Hän on tavannut tämän

Kankkusen kaatamassa puita paikalla, jonka yhtiö on katsonut
lanssimaakseen. Yhtiö kai se sittenkin on suurin metsänostaja näillä
main.

— Ensinnäkään teillä ei ole mitään lanssimaata Liinahatun

tienoilla, vastaa metsäherra vähän ajan kuluttua. - Toiseksi ei
Liinahatun vartiopiiristä ainakaan viiteen vuoteen myydä
runkoakaan, joten on hyvin epävarmaa, tuletteko siellä koskaan
mitään lanssimaata tarvitsemaankaan. Ja kolmanneksi minä tulen
kyllä neuvomaan tai neuvottamaan teille lanssimaan, kun te sitä
tarvitsette.

Yhtiön herra hikoili. Tällaiseksi hän ei ollut metsäherraa kuvitellut.

— Minä olen sieltä kulkenut katselemassa metsää, hän vastasi,

oston varalta. Ja minä ajattelin, että juuri siinä oli kaikkein
parhaimpia lanssimaita…

— Vai niin, sanoi metsäherra ilmeisen ylenkatseellisesti. - Vai te

ajattelitte, jaha. Ja sitten te juoksutatte tätä Kankkusta
peninkulmittain juuri silloin kun aika on tärkeintä. Se on kaunista ja
yhtiönne tapaista.

— Hän lupasi minulle sata markkaa, jos häviää, kiiruhti Hilu

lisäämään.

— Olkaa hyvä ja maksakaa, lopetti metsäherra, - ja menkää sitten

tiehenne. Mutta Kankkunen tekee hyvin ja jää vähäksi ajaksi.

Yhtiön herran oli nuopean näköinen ja Hilun tuli häntä melkein

sääli.

— Kyllä se puolikin sentään riittää, sanoi hän nähdessään

edessään sileän satamarkkasen.

— Antakaa olla vain, huomautti metsäherra kuivasti. — Ottakoon

yhtiöltä takaisin.
 Ja Hilu otti satamarkkasen, jonka ansaitsemiseen häneltä
tukkijoella olisi mennyt kolme viikkoa ellei ylikin. Eihän hän
muutakaan voinut, kun kerran metsäherran oli käsky. Kumma mies
tuo metsäherra, tavalliselle ihmiselle ei tehnyt hyvää ellei
pahaakaan, mutta yhtiötä kohtaan oli kuin paholainen.

— Kai Kankkunen on hakannut osoitusteni mukaan? kysyi

metsäherra yhtiön miehen mentyä.

— Kyllähän minä olen koettanut.

— Hyvä on.

Metsäherra istui pöydän ääressä ja Hilu luuli, että hän katseli

häntä, mutta kun hän nosti silmänsä, huomasikin hän, että
metsäherra katseli ilmeettömin silmin ikkunasta ulos.

— Ja työt sujuvat hyvin, luonnollisesti? Kysymys tuli pitkän ajan

kuluttua ja aivan kuin ohimennen. Metsäherra nähtävästi ajatteli
muita asioita, ja Hilu odotti jännityksellä.

— Hyvinhän ne tietenkin menevät, myönsi hän.

— Rakennuksiin olisi pian päästävä, jatkoi metsäherra taas pitkän

tovin kuluttua.

Sitten hän nousi ja käveli muutaman kerran edestakaisin, pistäytyi

välillä toisessa huoneessa ja tuli taas takaisin.

— On paras, että Kankkunen laittaa hakemuspaperinsa kuntoon jo

tänään, sanoi hän melkein vilkkaasti ja katseli Hilua koko ajan
kiinteästi silmiin. — Hankitte tarpeelliset todistukset
varallisuudestanne ynnä muusta ja lähetätte sitten nimismiehen
kautta kuvernöörille.

— Nytkö jo tänään?

— Nyt. Kankkus-Hilu teki lähtöä.

— Voi käydä niin, jatkoi metsäherra hiukan empien, että yhtiö

muuten haetuttaa jollakin juipillaan ellei samalle paikalle, niin ainakin
niille seuduin uutistalon ja siitä on sitten kaikenlaista ikävyyttä. Niin
että Kankkunen on hyvä ja toimii nopeasti nyt. Saatte ehkä syksyksi
katselmuksen.

Hilu sai mennä ja hän riensi sydän pamppaillen portaita alas. Vai
ovat asiat niin täpärällä. Hilu ei nimittäin tiennyt, että joskus oli
tapahtunut sellaistakin, että yhtiö oli jollakin jätkällään haetuttanut
uutistalon, auttanut kaikin puolin sen asianmukaiseen kuntoon
saamisessa niin että se mahdollisimman pian tuli perinnöksi ja
sukeltautui sitten metsään. Mutta metsäherra, hän oli kyllä tietoinen
konstista jos toisestakin, vaikka hän enimmäkseen piti suunsa kiinni.
III

Nyt sattuu niin, että Erkkilän Juhani, kunnallislautakunnan esimies,

on päissään, kun Hilu tulee häneltä pyytämään todistusta siitä, että
hän on "varoistaan elävä ja työllään hyvin toimeentuleva". Miehet
ovat hiljakkoin olleet käymässä Knjäsöissä, tuoneet tuomisia
tullessaan, ja Erkkilän Juhani on tehnyt itselleen useita puolikuppisia
Venäjän pirtusta, siitä sinileimaisesta. Pari miestä, toinen Erkkilän
renki, on tuupertunut aidan viereen ja he makaavat naamat
punoittavina ja suu auki auringon helteessä. Näky hiukan ellottaa
Hilua eikä hän saata olla ajattelematta, että hän on tullut vähän
sopimattomaan aikaan.

Erkkilän Juhanilla on kaverina Könkään Sanhriiti ja hän istuu

kamarissaan ja tavailee kirjoitusta pullon kyljestä.

— On se ainetta tuokin, hän puhuu ja vetää pullon lähemmäksi

silmiään, — on se… Katsoppas, ei sitä sopisi näin kunnan miesten,
mutta piruakos… Mitä se oiken tuo kirjoitus tuossa kyljessä?

— Kazjonnij spirt, vastaa Sanhriiti ponnekkaasti ja mojovasti, sillä

hän on ollut joskus hommissa Kuolassa. -Se merkitsee, että valtion
pirtu. Katsos, se ryssä, ymmärräthän, kyllä se tietää, millä rahat
omaan taskuun kierii.

— Ymmärtää. Jaha, että valtion viinaa. No on se…

Erkkilän Juhani katselee viheriälasista pulloa syvällä hartaudella ja

kääntyy sitten Hilun puoleen.

— Niin, että mistäpä minä sinun varallisuutesi ja työkykysi tiedän.

— Enhän minä ole ollut kunnan vastuksina enkä paljon

muidenkaan, huomauttaa Hilu.

— Et, se on totta… Korkkikin niin mukavasti laitettu, ettei muuta

kuin vähän pullon pyrstöön kämmenpohjaan tömähdyttää, niin lentää
kuin limlaatipullosta. Eikö se samppaniia ole samanlaista?

— On, vakuuttaa Sanhriiti, vaan ei siinä väkevyyttä ole, tai kyllä

sitä on, mutta se on sellaista salaista. Särvit kuin limlaatia ja yhtäkkiä
olet petleheemissä.

— Vai petleheemissä… kas pirulaista. Mutta otahan vähän

sinäkin,
Kankkus-Hilu.

— En minä tällä kertaa, tokaisee Hilu kärsimättömästi. - Puhutaan

jo taas siitäkin todistuksesta.

— Puhutaan, myöntää esimies ja koettaa olla asiallisen näköinen.

Sitten hän kääntyy Könkään Sanhriitin puoleen.

— Mitä minä teen? hän kysyy.

 — Se on sinun asiasi. Mikäs tietäjä minä olen.

— Etpä tietenkään. Kysynkin sinulta vain vähän niinkuin

esimiehenä.
Hyvää neuvoa, ettäs älyät. Minulla on niin herkkä omatunto.

Hilu istuu kuin tulisilla hiilillä. Tuleekohan tästä koko päivänä

mitään.

— Herkkä omatunto, jatkaa Erkkilän Juhani odottamatta

vastausta. — Se tulee viran mukana. Jolle Herra viran antaa, sille
hän antaa myös viisautta…

— Joo, niin se on, vahvistaa Sanhriiti. - Koetahan nyt harkita,

meinaan omantunnon mukaan ja laajaperäisesti, tätä Hilemooni
Kankkusen edesottamista. Sillä on vähän kiire, näyttää.

— Kiire, muttei niin kiire, ettei virkakunta ehtisi suorittamaan

tehtäviään. Harkitaan.

Hilua alkoi yhä enemmän kyllästyttää ja hermostuttaa, mutta sitä

ei saanut näyttää. Erkkilän Juhani oli sen suunnan miehiä, että otti
pian nokastuakseen ja sitten hänen kanssaan ei tullut toimeen
kukaan.

— Pitäisi vähän kylältäkin tiedustella, sanoi hän, tehden

puolikuppisen, olen niin vähän sinua seurannut.

Tähän ei Hilulla ollut mitään sanottavaa. Mutta aika kului ja kului.

— Kyllähän te minut tiedätte, yritti hän. - Ei ole koskaan

tarvinnut…
 — Ei ole tarvinnut, ei. Mutta jos taloon joudut, piru tiennee, vaikka
tarvitsisikin. Joo, se on sillä tavalla, Kankkus-poika. Pitää olla
kaukonäköinen. Tule huomenna.

— Ei passaa. Metsäherra sanoi, että tänään pitää.

— Sanoiko herra hosmestari ja paruuni…

— Kyllä se sanoi.

Erkkilän Juhanin vahvimpia puolia ei ollut erikoinen kunnioitus

virkamiessäätyä kohtaan, mutta tämä metsäherra oli pitänyt itsensä
niin kaukana ja korkealla, että se oli väkevästi vaikuttanut
esimieheenkin. Hän ikäänkuin selveni ja koetti harkita, mitä
metsäherra kiiruhtamisellaan tarkoitti. Lopuksi hän jo kysäisi:

— No mitäs herra hosmestari meinaa?

— Mitäs se, selvässä asiassa.

Könkään Sanhriitikin alkoi jo sekaantua asiaan.

— Mitäs, sanoi hän Erkkilälle, annat plakaatin. Oikealle miehelle

se tulee.

— Pappilaankin pitäisi vielä tänä iltana ennättää, ehätti Hilu vähän

innostuen. — Ja sitten vielä nimismiehelle.

— No, annahan nyt, kun minä mietin. Eihän sitä tällaisessa

tilanteessa kuin räkkäporo… Haes kynää ja paperia, Sanhriiti, ne
ovat tuossa kaapin päällä.

Erkkilän Juhani iski silmää viekkaasti ja kieli pyrki lallattelemaan,

vaikkeivät ajatukset tahtoneet pysyä koossa. Hilun mieliala paranee,
mutta samalla hänen mieleensä muistuvat monet lapsuudenaikaiset
kohtaukset kankaan takaa ja myöhemminkin. Tällaistahan se on, kun
ollaan päissään.

— Hyvä mieshän se Hilemooni on ollut, sanoo esimies, saatuaan

kirjoitus vehkeet. - Kirjoltahan sinä, Sanhriiti, joka olet siihen
parempi. Minä sitten vain pistän nimeni alle kuin kuvernööri.

— Mitä minä siihen kirjoitan?

Hilun olo käy jännittäväksi. Erkkilän Juhani on tärkeän näköinen ja

miettii.

— Ei sitä pitäisi näin piiput hampaissa, sanoo hän vihdoin, - mutta

menköön nyt tämä kerta. Autetaanpas Hilua korvilleen, vähän
niinkuin säätyyn, kun et sitten vaan kunnan niskoille… pirkele…

— Mitäs minä, melkein yksinäinen mies.

— Niin ne kaikki sanovat. Sanoi Kieringin Mattikin. Vähän jyrkkä

askel…

— Kyllähän se sitä on, myöntää Hilu antaumuksella.

— Mitäs se muuta on. No, kirjoltahan, Sanhriiti, niinkuin

pruukataan. Kirjoita että työllään hyvin toimeentuleva ja varoistaan
erinomaisesti elävä…

— Erinomaisesti? kysyy Sanhriiti keskeyttäen puuhansa. — Onko

se nyt laillista?

— Eiköhän se ole liikaa sanottu? kysyy Hilukin.

 — Anna olla, että erinomaisesti. Sittenpähän näkevät herrat ja
kuvernööritkin. Ja soman kajahduksen se antaa. Autetaanhan nyt
Hilemoonia…

— Sama minulle, sanoo Könkään Sanhriiti ja kirjoittaa todistuksen

loppuun. - Alappas piirrellä nimeäsi.

Erkkilän Juhani tarttuu tarmokkaasti kynään ja piirtää nimensä

alle. Sitten hän aikoo lyödä kunnallislautakunnan sinetin alle, mutta
värityynystä on väri poissa ja uutta ei ole saatavissa.

— Kaadahan vähän pirtua tyynylle, Sanhriiti.

— Auttaisikohan tuo. Jos rupeaa koko todistus haisemaan pirtulle.

— Anna haista. Kyllä se tekee hyvää herrain nokkaan. Minä

kaadan itse, koskei sinussa ole miestä…

Väripula tulee autetuksi ja kunnallislautakunnan sinetti ilmestyy

koristamaan Erkkilän Juhanin painavaa nimikirjoitusta.

— No siinä on sitten sellainen paperi, että talo lähtee vaikka olisi

keisarin pörssissä, kehuu Erkkilä ojentaessaan paperin Hilulle. - Eikä
maksa mitään. Paitsi ryypyt, jos tahdot asian kunniaksi Sanhriitin ja
minun kanssa…

— Eiköhän se jo meille riitä, väittää Könkään Sanhriiti.

— Mitä kanssa! Nyt se vasta alkaa, kun ei ole noita

virkatoimiakaan.

— Kyllähän minä kernaasti, myöntää Hilu kiitollisena, — mutta kun

ei tahdo olla aikaa.
 — Sepä, mutta käy tuolta pihalta hakemassa pullo. Kyllä me
tämän
Sanhriitin kanssa…

Hilu epäröi, mutta menee pian. Onhan hän senverran

kiitollisuuden velassa. Kun hän palaa takaisin on hänellä pirtupullo
kädessä.

— Siinon, äijät.

— Kiitos. Kyllä sinusta rento isäntä tulee. Ja sitten kun pirttirehtosi

on valmis, tulemme me tämän Sanhriitin kanssa ryypylle kuin
vertaisiin. Eikö niin.

— No niin. Tervetuloa!

— Joo, niinkuin vertaisiin tullaan. Joskus talvella. Mutta tästäkään

et puhu kenellekään.

— En. Hyvästi nyt.

— No, hyvästi nyt sitten ja voi hyvin. Joko sinä ajattelet syyniä eli
katselmusta, niinkuin sanotaan, tänä vuonna?

— Kyllä kai.

— Menehän nyt sitten. Kyllä talo irtausi. Kevein mielin astelee Hilu
pappilaa kohden.

Onpahan taas tehty yksi tärkeä askel. Ei siitä puulaakin herran

häiriöstä lopuksikaan ollut muuta kuin hyvää. Mutta sitten hän alkaa
ajatella, että mahtoikohan se viinan osto sittenkään olla otollista. Ei
hän sen asian vuoksi eikä rahamenon vuoksikaan, eihän siihen
mennyt kuin kahdeksan markkaa… Mutta jos syrjäläinen tiesi, niin
lahjukseksi käsitti. Saattoi sanoa, että viinan voimalla se Kankkusen
Hilukin… Vaikkeihän siitä aikaisemmin mitään puhetta ollut.
Päissään olivat muutenkin, varsinkin Erkkilän Juhani, joka harvoin
kuului maistelevan. Mutta eipähän hän omasta aloitteestaan, itse
olivat esittäneet, eikä hän iljennyt vastaankaan panna. Hilusta tuntuu
kuin olisi hän jossakin suhteessa tullut entistä herkemmäksi. Siinä
viinanostojutussa hän teki väärin, se ajatus ei jätä häntä kirkkoherran
virkahuoneessakaan.

Muuten Hilun asiat sujuvat tänä iltana hyvin. Kirkkoherra pyytää

saada nähdä kunnallislautakunnan esimiehen todistuksen ja sanoo,
että hyvänpä se kirjoittikin. Toivottaa vielä onnea ja kättelee, kun Hilu
lähtee. Eipä seurakunnalla ole Kankkusesta ollut haittaa, siivo ja
työteliäs on ollut.

Nimismies ottaa itse kirjoittaakseen hakemuksen. Kuuluu, sanoo

hän, virkaankin. Huomisaamuna lähtee posti ja toimittaa sen siinä
menemään. Vai sellainen kiire se nyt tuli. Mikäpäs siinä, metsäherra
ne asiat parhaiten ymmärtää. Kyllä talo lähtee, ei siitä puhettakaan,
mutta saattaa se joskus lujalle panna…

Se on mukava mies, tämä nykyinen vallesmanni, eikä sellainen

kuin se poikanen, joka tässä takavuosina edusti kruunun komentoa,
mukava mies ja laatutuumainen mies ja köyhää kansaa kohtaan
ymmärtäväinen ja höyli.

Hilu on siis tehnyt tehtävänsä ja päivä alkaa kallistua illaksi.

Saattaisi mennä kotonakin käymään, mutta ennättääpä sitten
lauantaina. Voisi Iina aluksi säikähtää, että mitä se nyt, keskellä
viikkoa… Hetken seisoo Hilu epätietoisena tien käänteessä, mutta
kulkee sitten päättäväisesti takaisin metsään. Eikä se johdu mistään
ahneuden hengestä, vaan siitä, että päivät on käytettävä tarkkaan.
Aamusta pitää taas aloittaa.
IV

Syksy tulee näille main aikaisin. Elokuun alkupuolella saattaa jo

veden mukana heittäytyä lumensekaista, jonakin aamuhetkenä voi
tunturinlaki olla valkeana kuin käärinliina. Maa on kosteana sateesta,
kuusikot uhoovat kosteutta, jängät vettyvät ja murheellisina töröttävät
harvat ohrakuhilaat laihoilla, pienillä pelloilla. Syksyinen
alakuloisuuden leima kantautuu huoneisiinkin. Lattiat kantautuvat
täyteen kosteata likaa, ihmiset pysyvät nurkissaan umpimielisinä ja
tympeinä.

Ikävänä, sateisena syyspäivänä saapuu insinööri Trampenfelt

Keinuvaaran kupeelle parin uskotun miehen kera, astuu tupaan ja
tekee hyvän päivän. Sitten hän viskaa lakin penkille, pyyhkii
erinomaisen huolellisesti silmälasinsa ja ilmoittaa, että
katselmuskokous aloitetaan nyt pian. Kai ovat kuulleet kirkossa
luetun kuulutuksen.

Onhan se kuultu.

Iina kantaa insinöörille ja uskotuille miehille kahvia ja insinööri

juttelee hauskasti ja mukavasti kaiken maailman asiat. Taitaa tuntua
hauskalta päästä joskus itse emännöimään.
 — Mahtaako tuo niin varmaa olla, että pääsee, vastaa Iina.

— En minä ainakaan huomaa mitään estettä, sanoo insinööri.

Insinööriä käsketään kamariin, mutta hän sanoo, että kyllähän sitä

tässäkin. Kumma, ettei muita ihmisiä saavu, vai jokohan on sallittu
katselmuksen mennä vastaanpanijoitta.

— Iso poikakinhan teillä on, huomauttaa insinööri katellen Kallea.

—
Pian pystyy töihin sekin.

Insinöörin sanat herättävät sekunnin piinallisen ällistyksen. Iina

kääntyy takkaan päin salatakseen ilmettään.

— Isohan se on, vastaa viimein Hilu. - Sen nimi on muuten Kalle.

Ja pian kai siitä on apuakin.

— Eikä uutta väkeä ole tiedossa. Hilu käy sylkäisemässä takkaan.

— Eipähän ole tällä tiedolla.

Puolen tunnin kuluttua saapuu metsänhoitaja, kättelee insinööriä

ja talonväkeä ja istuutuu sitten sanaa puhumatta ikkunan ääreen.
Synkät, totiset silmät viipyvät kauan aikaa yhdessä paikassa ja kun
hän on juonut kahvinsa, nyökähdyttää hän vain lyhyesti päätään.
Viimein insinööri katsoo kelloaan, sanoo jotakin ruotsinkielellä
metsäherralle ja metsäherra vastaa puoliääneen samalla kielellä.

— Me kai voimmekin sitten aloittaa toimituksen, sanoo insinööri

viimein.