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Staffing organizations
The latest revisions to Staffing Organizations were designed to strike a balance between the needs of human resources (HR) professionals and the latest research findings. In the tenth edition, we have incorporated many changes that reflect ongoing developments in the field. Our continued conversations with top HR leaders across many organizations and staffing scholars have informed our revisions, enabling us to ensure the strategic relevance across all topics.
The use of big data and analytics in the HR function has increased exponentially since the last edition. We have updated the chapters to reflect these changes with discussions of artificial intelligence, machine learning, and other cutting-edge tools that are shaping the field. Methods to take advantage of contemporary survey tools and human resource information systems have been included. We have also improved the integration of more conventional statistical concepts, like multiple regression, in a way that is rigorous while keeping the material accessible to the general reader.
Another major change in this edition is the new chapter on the social and legal environment. The social context section now incorporates behavioral research on the employment relationship and updates the discussion of legal obligations and regulations. We have also introduced a major new section covering diversity and inclusion, which adds a discussion of how staffing practices can address the needs of a more diverse workforce. Ideas from this chapter are also woven throughout the book, helping students develop an integrated understanding of the contemporary employment relationship.
We also made changes to facilitate student engagement. Several sections of the book have been extensively revised with an eye toward making key concepts clear, tying together themes, and showing how staffing practices will be relevant to work in organizations. New exhibits also were created to give more of a big-picture view of how staffing accomplishes strategic goals in contemporary organizations.
A note on terminology in discussions of demography:
Terminology used for demographic groups is a key issue when addressing the contemporary workplace. Throughout the book, we have endeavored to use terms that are respectful, inclusive, and maximally relevant for organizational practice. We use “underrepresented group” or “minority” in different sections to reflect the specificPage vi issue under consideration and to fit with terminology of the Equal Employment Opportunity Commission (EEOC). We use “Black” to refer inclusively to all individuals in the African diaspora, including African Americans, Afro-Caribbeans, and recent African immigrants. We use the term Hispanic rather than Latino or Latinx to be consistent with legal and research terminology and to recognize the distinction between these terms and cultural groups. We also use LGBT to reference lesbian, gay, bisexual, and transgender individuals for similar reasons when discussing matters of the law rather than LGBTQ or LGBTQA, which are not currently used in most legal or research documents. When discussing matters of recruitment, diversity, and inclusion, we use LGBT+ to represent related communities that may not be included in the LGBT term.
Listed below are updates to each chapter.
Chapter One: Staffing Models and Strategy
New material on valuing employees as a competitive advantage
Updated Exhibit 1.1 on the importance of staffing to organizational leaders
New staffing system example—Marriott: Leveraging Technology for Staffing
Updated material on the Enterprise Rent-a-Car staffing system example
New material on person/job match and person/organization fit
New integrated example to illustrate staffing levels and quality: TOMS shoes
New and updated material on staffing levels and quality
Updated example of hiring/retention trade-offs: Ultimate Software
New example of attraction and relocation: Amazon’s establishment of a second headquarters
Updated definition of staffing ethics from the Society for Human Resource Management
Chapter Two: Social and Legal Environment
New chapter incorporating legal context with social factors
Discussion of expectations, economic exchange, and social exchange
Review of the sources of laws
Emphasis on diversity and inclusion in contemporary organizations
Discussion of the business case for diversity and inclusion
Review of best practices for inclusive staffing
Chapter Three: Planning
Major revision to chapter structure
Streamlined discussion of internal and external influences
Integrated material and strategies for forecasting requirements and availabilities
Greater integration of competency material
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Forecasting of HR availability significantly updated to reflect contemporary practice
Updated and expanded discussion of replacement and succession planning
New application exercise on forecasting demand
Chapter Four: Job Analysis: Requirements, Competencies, and Rewards
Major revision to chapter structure
Thematic incorporation of sources to be used for job analysis information across the chapter
New material on the changing nature of jobs
Discussion of machine learning and other contemporary approaches to job analysis
Description of strategic competencies applicable across organizations
Major update to job rewards section, including information on contemporary strategies
New exhibit reviewing sources of job analysis information
New exercises focused on job requirements and assessing job rewards
Chapter Five: External Recruitment
Major revision to discussion of strategic recruitment goals
Expanded discussion of diversity and inclusion in recruiting
New exhibit featuring examples of branded, targeted, and realistic message content
New exhibit comparing communication media in terms of reach, richness, interactivity, and credibility
Updated discussion of online recruiting methods
Major update to material on social media in recruiting
New summary clarifying the implications of individual, social, and organizational strategies for sourcing candidates
Streamlined and updated discussion of recruiting practices as they relate to sourcing candidates
New material on videoconferencing and remote interviewing
Chapter Six: Internal Recruitment
Updated and expanded discussion of strategic issues in internal recruiting
Improved integration with the external recruitment chapter
Major conceptual revision to applicant sourcing material, differentiating short- and long-range sourcing strategies
Updated discussion of research regarding the outcomes of internal promotion systems
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New discussion of high-potential employees
Updated discussion of alternative mobility paths and their potential for improving flexibility
Incorporation of human capital resources perspective
Chapter Seven: Measurement
New material on the importance and use of measures
Updated material on and integrative example of the definition of measurement
New material on employer idiosyncratic evaluations of applicants’ responses to interview questions
Revised material on scores and the correlation between scores
Updated material on the significance of the correlation coefficient
New material on “practical significance”
Updated Exhibit 7.5
Revised material on reliability and validity
New Exhibit 7.14 to illustrate the job requirements matrix
Revised content validity section and updated the illustrative study of the Maryland Department of Transportation
New material on differential prediction of selection measures
Chapter Eight: External Selection I
New material on and examples of video résumés
New material on and examples of résumé fabrications, distortions, and evaluation
New material on and examples of getting a résumé noticed
New discussion of the usefulness of a college education and quality of school as educational requirements, including examples
New material on how prehire work experience is less important as a predictor of performance than once thought
New material on and examples of the evaluation of application blanks
Revised section on biographical information
Revised section on the evaluation of recommendations, references, and background checks
New material on and examples of video and computer interviews
Updated Exhibit 8.8 and discussion of the choice of initial assessment methods
Updated material on legal issues
Chapter Nine: External Selection II
Reorganized and revised the chapter (as discussed in the introduction) to discuss external selection methods in terms of their correspondence with the job content in the following sequence: (1) performance tests, work samples, andPage ix simulations; (2) situational judgment tests; (3) structured interviews; (4) ability tests; (5) emotional intelligence tests; (6) personality tests; (7) integrity tests; (8) interest, values, and preference inventories; (9) selection for team environments; and (10) selection of leaders
Updated material on the prevalence and use of external selection methods
Updated exhibits throughout the chapter
New material on performance tests, work samples, and situational judgment tests
Revised section on structured interviews, including the use of critical incidents to write structured interview questions
Added examples and discussion of the gamification of cognitive ability assessment
Updated sections on physical abilities
New material on personality and emotional intelligence tests
Revised section clarifying the validity of integrity tests, their fakability, and candidate reactions
New section on the selection of leaders
New discussion of favoritism, cronyism, and nepotism in discretionary assessment
Updated discussion of marijuana and other drug testing
Chapter Ten: Internal Selection
Updated material on the prevalence and use of internal selection methods
Updated discussion of why organizations may not use talent management systems
Updated exhibits throughout the chapter
New section on employee reactions to talent management systems
New discussion of meta-analytic findings on managerial sponsorship and seniority for promotion decisions
New section and discussion on role-play exercises in assessment centers, in-basket exercises, and leaderless group discussions
New Exhibit 10.8 and discussion of dysfunctional aspects of assessment centers
Revised and updated sections on interview exercises, oral presentations, performance interviews, and the limitations of promotion panels
Revised discussion of the choice of substantive assessment methods
Revised section on and examples of discretionary assessment methods, including research on “left behind” employees
Revised and updated section on the glass ceiling and the glass cliff
New ethical issues question
Revised application: Promotion from within at Citrus Glen
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Chapter Eleven: Decision Making
Greater attention to issues related to diversity and inclusion
New material on selecting for multiple dimensions of performance
Discussion of incremental validity analyses
Updated discussion of cut score development procedures
Expanded discussion of methods of final choice
New exhibits showing implementation of cut scores and final choice policies
Chapter Twelve: Final Match
New section covering the employment relationship and setting expectations
Material integrating perspectives from the social and legal environment chapter
Updated discussion of arbitration agreements for employment disputes
Updated material on noncompete agreements
New coverage of salary negotiation policies
Major revision to discussion of job offer content
Major revision to discussion of legal obligations that arise in the job offer process
New exhibit and discussion of negotiable and nonnegotiable components of a job offer
Chapter Thirteen: Staffing System Management
New section on analysis of staffing as a system integrated with other functions
Updated and revised discussion of staffing processes
Updated material on how human resource information systems are used
Updated discussion of developing metrics for staffing systems
New exhibit demonstrating analytics-based methods of evaluating staffing systems
New exhibit showing a staffing flowchart emphasizing areas of accountability
New discussion questions
New application exercise focused on developing staffing policies and procedures
Chapter Fourteen: Retention Management
New discussion of costs and benefits of retention strategies
Increased emphasis of the effects of work process disruption due to turnover
Revised and updated discussion of exit interview methods
Updated review of methods for performance management strategies
Revised discussion of methods of progressive discipline
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Our first note of thanks is to Herbert G. Heneman III. Without Herb, Staffing Organizations would not exist. Herb and his brother Rob started this book in the early 1990s and were kind enough to bring me (Tim) in on the second edition. Rob soon left to pursue other interests, and Herb and I continued our happy and productive work on the book for seven more editions. During that time, we quickly became friends, establishing a friendship that continues to this very day. Starting with the seventh edition, John became an author on the book.
Over the course of nine editions, the book continues to reflect Herb’s original vision. Staffing Organizations presents a broad view of the entire staffing process, from the proverbial cradle (staffing strategy) to the grave (retention and evaluation). Guiding this inclusive approach has been Herb’s premise (which of course we share) that as important as recruitment and selection are, they do not exist in a vacuum. That premise is why topics such as staffing strategy, decision making, staffing system management, and retention management are discrete (and somewhat unique) chapters in the book. While we also want our book to reflect the latest research, most fundamentally we want the book to capture the staffing process as it should and does exist in organizations.
This unique perspective is, in our view, probably the most important reason why the book continues to thrive. But Herb added much more than his keen insight. As an author and leader of the project, Herb was methodical, honest, and supportive. Herb never ceased being opinionated about content (thank heavens!) and passionate about the quality of the book. Herb himself would be quick to thank his brother Rob and especially his wife, Sue, for their work and support over the more than quarter century Herb worked on the book.
Herb, thank you for starting this project, for your stewardship over the course of nine editions, for all the virtues you brought to bear on ensuring its success, and most of all for being a model co-author and friend every step of the way. We dedicate this edition, and all subsequent editions, to you.
In preparing previous editions, we have benefited greatly from the critiques and suggestions of numerous people whose assistance was invaluable. They helped us identify new topics, as well as clarify, rearrange, and delete material. We express our gratitude to the following individuals: Amy Banta, Fred Dorn, Hank Findley, Diane Hagan, and Mark Lengnick-Hall.
We extend a special note of thanks to the McGraw Hill Education publishing team—in particular, Michael Ablassmeir, Laura Spell, Maria McGreal, Traci Vaske, and Lisa Granger for their continued support of the number-one staffing textbook in the market. Thanks also to the staff at Westchester Publishing Services for their dedicated work on this collaborative undertaking. We especially want to thank Dr. David R. Glerum for his hard work on manuscript revisions, editing, and preparation. Finally, we wish to thank you, the students and faculty who use the book. If there is anything we can do to improve your experience with Staffing Organizations, please contact us. We will be happy to hear from you.
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| 658. 3 JUD s | PSB lt.1 - B. Wajib | 1 |
| Penerbit | New York Mc Graw Hill., 2022 |
|---|---|
| Edisi | 10 |
| Subjek | Human resources Personal management |
| ISBN/ISSN | 9781260597608 |
| Klasifikasi | 658. 3 |
| Deskripsi Fisik | xiii, 769 p. : ill. ; 28 cm |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas |
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