Richard L. Daft - Management. 9th ed., 2010

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PART 4 ORGANIZING330

Pay-for-Performance Many of today’s organizations develop compensation

plans based on a pay-for-performance standard to raise productivity and cut labor costs

in a competitive global environment. Pay-for-performance, also called incentive

pay, means tying at least part of compensation to employee effort and performance,

whether it be through merit-based pay, bonuses, team incentives, or various gain-

sharing or pro t-sharing plans. Data show that, while growth in base wages is slow-

ing in many industries, the use of pay-for-performance has steadily increased since

the early 1990s, with approximately 70 percent of companies now offering some form

of incentive pay.

With pay-for-performance, incentives are aligned with the behav-

iors needed to help the organization achieve its strategic goals. Employees have an

incentive to make the company more ef cient and pro table because if goals are not

met, no bonuses are paid.

Beneﬁ ts

The best human resource managers know that a compensation package requires

more than money. Although wage/salary is an important component, it is only a

part. Equally important are the bene ts offered by the organization. Bene ts make

up more than 40 percent of labor costs in the United States.

Some bene ts are required by law, such as Social Security, unemployment

compensation, and workers’ compensation. Other types of bene ts, such as

health insurance, vacations, and such things as on-site daycare or  tness centers

are not required by law but are provided by organizations to maintain an effective

workforce.

One reason bene ts make up such a large portion of the compensation package

is that health-care costs continue to increase. Many organizations are requiring that

employees absorb a greater share of the cost of medical bene ts, such as through

higher co-payments and deductibles.

Computerization cuts the time and expense of administering benefits pro-

grams tremendously. At many companies, employees access their benefits pack-

age through an intranet, creating a “self-service” benefits administration.

This

access also enables employees to change their benefits selections easily. Today’s

organizations realize that the “one-size-fits-all” benefits package is no longer

appropriate, so they frequently offer cafeteria-plan benefits packages that allow

employees to select the benefits of greatest value to them.

Other companies

use surveys to determine which combination of fixed benefits is most desirable.

The benefits packages provided by large companies attempt to meet the needs

of all employees.

Termination

Despite the best efforts of line managers and HRM professionals, the organization will

lose employees. Some will retire, others will depart voluntarily for other jobs, and still

others will be forced out through mergers and cutbacks or for poor performance.

Even as a new manager, play a role in how people are compensated. Consider

skill-based pay systems and incentive pay to encourage high performers. Don’t be

dismayed if some people have to be let go. If people have to be laid off or ﬁ red, do it

humanely. Go to the ethical dilemma on pages 333–334 that pertains to termination

of employees for poor performance.

The value of termination for maintaining an effective workforce is two-

fold. First, employees who are poor performers can be dismissed. Productive

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CHAPTER 11 MANAGING HUMAN RESOURCES 331

Organizing

employees often resent disruptive, low-performing employees who are allowed

to stay with the company and receive pay and benefits comparable to theirs.

Second, employers can use exit interviews as a valuable HR tool, regardless of

whether the employee leaves voluntarily or is forced out. An exit interview is

an interview conducted with departing employees to determine why they are

leaving. Sixty-eight percent of companies surveyed by the Society for Human

Resource Management say they either routinely or occasionally conduct for-

mal exit interviews.

The value of the exit interview is to provide an inexpen-

sive way to learn about pockets of dissatisfaction within the organization and

hence find ways to reduce future turnover.

The oil services giant Schlumberger

includes an exit interview as part of a full-scale investigation of every depar-

ture, with the results posted online so managers all around the company can get

insight into problems.

However, in many cases, employees who leave volun-

tarily are reluctant to air uncomfortable complaints or discuss their real reasons

for leaving. Companies such as T-Mobile, Campbell Soup, and Conair found

that having people complete an online exit questionnaire yields more open and

honest information. When people have negative things to say about managers

or the company, the online format is a chance to speak their mind without hav-

ing to do it in a face-to-face meeting.

For companies experiencing downsizing through mergers or because of global

competition or a shifting economy, often a large number of managers and workers

are terminated at the same time. In these cases, enlightened companies try to  nd a

smooth transition for departing employees. By showing genuine concern in help-

ing laid-off employees, a company communicates the value of human resources and

helps maintain a positive corporate culture.

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A MANAGER’S ESSENTIALS: WHAT HAVE WE LEARNED?

▪ This chapter described several important points about human resource manage-

ment in organizations. All managers are responsible for human resources, and

most organizations have a human resource department that works with line

managers to ensure a productive workforce.

▪ Human resource management plays a key strategic role in driving organizational

performance, through building human capital and enabling the company to be

more competitive on a global basis.

▪ The HR department must also implement procedures to re ect federal and state

legislation and respond to changes in working relationships and career direc-

tions. The old social contract of the employee being loyal to the company and the

company taking care of the employee until retirement no longer holds. Employ-

ees are responsible for managing their own careers.

▪ Current issues of concern to HRM are becoming an employer of choice, address-

ing the needs of temporary and part-time employees, implementing work/life

balance initiatives, and humanely managing downsizing.

▪ The  rst goal of HRM is to attract an effective workforce through human resource

planning, recruiting, and employee selection. The second is to develop an effec-

tive workforce. Newcomers are introduced to the organization and to their jobs

through orientation and training programs. Moreover, employees are evaluated

through performance appraisal programs. The third goal is to maintain an effec-

tive workforce through wage and salary systems, bene ts packages, and termina-

tion procedures. In many organizations, information technology is being used to

more effectively meet all three of these important HR goals.

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PART 4 ORGANIZING332

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MANAGEMENT IN PRACTICE: EXPERIENTIAL EXERCISE

Do You Want to Be an HR Manager?

The following questions are based on a Human

Resources Capability Model developed by the Austra-

lian Public Service (APS) for HR managers who work

in government agencies. People who work with HR

managers complete a 72-item questionnaire assess-

ing a range of expectations for the HR manager. The

results are given to the manager, who then works to

improve low scores. The following questions give a

glimpse of the expectations for APS HR managers.

Please think about how strongly you are attracted to

the requirement below.

1 —Not attracted at all

2 —Not very attracted

3 —Moderately attracted

4 —Very attracted

5 —Extremely attracted

Bringing HR to the Business

1. Has a detailed knowledge of current HR

approaches, tools, and technology.

1 2 3 4 5

2. Understands the human behavior triggers that

affect or improve organizational performance.

1 2 3 4 5

Connecting HR with the Business

3. Maintains knowledge of the business through fre-

quent interaction with people in the workplace.

1 2 3 4 5

1. Assume it is the year 2020. In your company, central

planning has given way to frontline decision making,

and bureaucracy has given way to teamwork. Shop

 oor workers use handheld computers and robots. A

labor shortage currently affects many job openings,

and the few applicants you do attract lack skills to

work in teams, make their own production decisions,

or use sophisticated technology. As vice president

of human resource management since 2008, what

should you have done to prepare for this situation?

2. If you were asked to advise a private company

about its equal employment opportunity responsi-

bilities, what two points would you emphasize as

most important?

3. What does it mean to say that HRM plays a strategic

role in driving organizational performance? Con-

sider recruiting, training, performance appraisal, and

compensation strategies as part of your answer.

4. Which selection criteria (personal interview, employ-

ment test, assessment center) do you think would

be most valuable for predicting effective job perfor-

mance for a college professor? For an assembly-line

worker in a manufacturing plant? Discuss.

5. How do you think the growing use of telecommut-

ers, temporary and part-time workers, and virtual

teams affect human resource management? How

can managers improve recruiting and retention of

these employees?

6. Is it wise for managers to consider a candidate’s

MySpace or Facebook postings grounds for rejec-

tion before even interviewing a promising candi-

date? Is it fair? Discuss.

7. If you are in charge of training and development,

which training option or options—such as on-the-

job training, cross-training, classroom, podcasting,

mentoring—would you be likely to choose for your

company’s production line manager? A customer

service representative? An entry-level accountant?

8. If you were to draw up a telecommuting contract

with an employee, what would it look like? Include

considerations such as job description, compensa-

tion and bene ts, performance measures, training,

and grounds for dismissal.

9. How would you go about deciding whether to use

a job-based, skills-based, or pay-for-performance

compensation plan for employees in a textile man-

ufacturing plant? For waitstaff in a restaurant? For

salespeople in an insurance company?

10. What purpose do exit interviews serve for main-

taining an effective workforce?

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DISCUSSION QUESTIONS

CHAPTER 11 MANAGING HUMAN RESOURCES 333

Organizing

4. Presents strong business cases for HR initiatives.

1 2 3 4 5

Partnering with the Business

5. Establishes and maintains good relationships

across the organization.

1 2 3 4 5

6. Guides the top executive and line managers in

actively managing people issues.

1 2 3 4 5

Achieving High-Quality Business Results

7. Applies business acumen to HR decisions.

1 2 3 4 5

8. Continuously monitors HR initiatives to maintain

consistency with business outcomes.

1 2 3 4 5

Bringing Ideas to the Business

9. Continually looks for ways to enhance or create

new HR methods to achieve business outcomes.

1 2 3 4 5

10. Critically evaluates and explores alternatives to

the way things are done.

1 2 3 4 5

Scoring and Interpretation

Correct answers are not the point of the preced-

ing questions. The subscales (Bringing HR to the

Business, Partnering with Business, etc.) represent

elements of the HR Capability Model that APS HR

managers are expected to master. Any questions for

which you receive a 4 or 5 would be strong areas for

you. If you averaged 4 or higher for most of the  ve

capabilities above, you may want to consider a career

in HR. If you aspire to become an HR manager it

would be good to study the entire model at the fol-

lowing Web site: http://www.apsc.gov.au/publications01/

hrmodel.htm.

SOURCE: Based on “Human Resources Capability Model,” Australian

Public Service Commission, Australian Government, http://www.apsc

.gov.au/publications01/hrmodel.htm.

A Conflict of Responsibilities

As director of human resources, Tess Danville was

asked to negotiate a severance deal with Terry

Winston, the Midwest regional sales manager for

Cyn-Com Systems. Winston’s problems with drugs

and alcohol had become severe enough to precipi-

tate his dismissal. His customers were devoted to

him, but top management was reluctant to continue

gambling on his reliability. Lives depended on

his work as the salesperson and installer of Cyn-

Com’s respiratory diagnostic technology. Winston

had been warned twice to clean up his act, but had

never succeeded. Only his unique blend of techni-

cal knowledge and high-powered sales ability had

saved him before.

Now the vice president of sales asked Danville

to offer Winston the option of resigning rather than

being  red if he would sign a noncompete agreement

and agree to go into rehabilitation. Cyn-Com would

also extend a guarantee of con dentiality on the

abuse issue and a good work reference as thanks for

the millions of dollars of business that Winston had

brought to CynCom. Winston agreed to take the deal.

After his departure, a series of near disasters was

uncovered as a result of Winston’s mismanagement.

Some of his maneuvers to cover up his mistakes bor-

dered on fraud.

Today, Danville received a message to call the

human resource director at a cardiopulmonary

technology company to give a personal reference

on Terry Winston. From the area code, Danville

could see that he was not in violation of the non-

compete agreement. She had also heard that

Winston had completed a 30-day treatment

program as promised. Danville knew she was

expected to honor the confidentiality agreement,

but she also knew that if his shady dealings had

been discovered before his departure, he would

have been fired without any agreement. Now she

was being asked to give Winston a reference for

another medical sales position.

ch11

MANAGEMENT IN PRACTICE: ETHICAL DILEMMA

PART 4 ORGANIZING334

Commonwealth Worldwide Chauffeured

Transportation

Dawson Rutter started a limousine company so he’d

have a nice place to work—but not have to work

very hard. Rutter was content to keep the company

small and play golf several times a week. Six years

later, though, after being offered what he considered

a paltry  gure from a larger company that wanted to

acquire Commonwealth, Rutter realized he needed

to do more to build value in the business. He envi-

sioned transforming his local driver’s service into

a company with international reach and a level of

customer service that would set new benchmarks in

the industry.

From his previous experience driving taxis and

limos for other companies, Rutter knew what his

priority would be in building his business: “Other

companies are metal-centric—mostly about the cars,”

he says. “We are  esh-centric. We are about people.”

To provide the best customer experience meant Com-

monwealth had to provide a level and consistency of

service above and beyond what was offered by other

companies. At the time, Commonwealth had few

professional or management employees, with Rutter

handling most duties, including sales and marketing.

He started his transformation by recruiting a top-

notch sales manager, who steadily began building the

client base. Commonwealth expanded into New York

City and snagged accounts from some of the choic-

est hotels. Some guests liked the service so well they

retained Commonwealth for their own companies.

But more customers led to more challenges. It was

one thing to provide boutique service with a small,

locally focused company serving 40 or so customers,

but providing it to 4,000 clients around the world was

a different matter.

In the limo business, 90 percent of staff mem-

bers have direct contact with clients, but Rutter

knew his primary focus had to be the drivers. Find-

ing workers wasn’t a problem; with the slowing

economy there were plenty of people needing jobs.

But driver jobs typically attract poorly educated,

unskilled, and itinerant workers. How could

Rutter build a squadron of organized, professional,

fastidious employees dedicated to the business and

committed to a mission of exceptional customer

service?

Questions

1. What kinds of employees would you suggest

Dawson Rutter hir

e next? Why?

2. Which of the three broad HRM activities ( nding

people, managing talent, or maintaining the work-

force) would you invest in most heavily in order to

begin building the human capital Commonwealth

needs? Discuss.

3. Suggest at least one idea for training, one for per-

formance evaluation, and one for compensation

that might be used to develop and maintain a com-

mitted corps of limo drivers.

SOURCES: Based on Leigh Buchanan, “What’s Wrong with This

Picture? Nothing!” Inc. Magazine (June 2007): 98–105.

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CASE FOR CRITICAL ANALYSIS

What Would You Do?

1. Honor the agreement, trusting Winston’s reha-

bilitation is complete on all levels and that he is

now ready for a responsible position. Give a good

recommendation.

2. Contact the vice president of sales and ask him

to release you from the agreement or to give the

reference himself. After all, he made the agreement.

You don’t want to lie.

3. Without mentioning speci cs, give Winston such

an unenthusiastic reference that you hope the

other human resources director can read between

the lines and believe that Winston will be a poor

choice.

CHAPTER 11 MANAGING HUMAN RESOURCES 335

Organizing

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ON THE JOB VIDEO CASE

The Maine Media Workshops:

Human Resource Management

Since 1973, the Maine Media Workshops have seen

some of the most talented  lmmakers, photogra-

phers, and writers pass through its doors. The pro-

gram started as a summer camp of sorts for amateurs

and professionals alike wanting to hone their skills

while enjoying a week along the beautiful coast of

Rockport, Maine. Over the years, students have

had the opportunity to work with and learn from

Hollywood’s heavy-hitters: Vilmos Zsigmond, Oscar-

winning cinematographer on Close Encounters of the

Third Kind, The Black Dahlia, and The Deer Hunter;

Alan Myerson, Emmy-winning director of everything

from The Love Boat to The Larry Saunders Show to Bos-

ton Public to Lizzie McGuire; and even Gene Wilder.

The names are impressive, but what has always set

the workshops apart is the intensity and quality of

the program. The family-style lobster dinner at the

end is an added bonus!

Selection has always been a big job at the Maine

Media Workshops. From January through November,

the organization needs instructors to teach weeklong

classes in the 500 or so courses they offer. For any

small company, doing that kind of staf ng blitz year

after year would be challenging. For the staff at the

Maine Media Workshops, there’s an added degree of

HR dif culty. With the exception of the skeleton crew

of full-timers, the organization is entirely served by

week-to-week temporary workers. In the time it takes

most new hires to get their employee handbook and

complete their W2 forms, the instructors at the Maine

Media Workshops are already moving on.

“Just because somebody is good at making

images doesn’t make him or her a good teacher,”

explained Elizabeth Greenburg, director of educa-

tion. “What makes a good teacher is someone who

is generous enough and open enough to share her

life, her experience, her career and her knowledge

24/7 with students.” The Maine Media Workshops

have a very speci c culture and that is part of what

attracts students. The instructors become mentors

and coaches who are expected to dine with students,

participate in social events, and be available to stu-

dents to discuss an assignment or just to “pick their

brains.”

Selecting a perfect balance of professional expe-

rience, leadership, and generosity isn’t something

you can do in an interview. The best way a potential

employer can do a background check (vetting) and

assess someone’s performance is through personal

recommendations. That, of course, requires a lot of

scouting and many contacts. With no time or budget

for on-the-job training, the HR department likes to

reach out to people who, like Greenburg, were once

students so the potential new hire truly understands

what it takes to perform to the Maine Media Work-

shops’ standard. In addition to personal referrals, the

program directors are always looking for places to

connect new people with the school. Festivals such

as Sundance are perfect places to recruit like-minded

talent.

Compensation is surprisingly not an issue for the

big guys and everyday professionals alike. Although

the Maine Media Workshops pay a fair wage, the

real compensation doesn’t come in a check. “No one

comes here for the money,” said Mimi Edmunds,  lm

program manager. “They come here because they love

it.”

Discussion Questions

1. Why might the instructors at the Maine Media

Workshops be vetted very carefully if they are

teaching only for one week?

2. The Maine Media Workshops recently expanded

its Web site to serve the needs of an increasingly

global audience for the school. Would e-cruiting be

an appropriate recruiting tool for the Maine Media

Workshops? Why or why not?

3. Complete a job analysis for one of the courses at

the Maine Media Workshops. Then create a job

posting for that position. Include a full job descrip-

tion, quali cations, and a realistic preview of the

job for the applicant.

PART 4 ORGANIZING336

ch11

ENDNOTES

Based on ideas presented in Jim 1.

Collins, Good to Great: Why Some

Companies Make the Leap . . . and

Others Don’t (New York: Harper

Business, 2001).

Results of a McKinsey Consulting 2.

survey, reported in Leigh Branham,

“Planning to Become an Employer

of Choice,” Journal of Organizational

Excellence (Summer 2005): 57–68.

Robert L. Mathis and John H. 3.

Jackson, Human Resource Manage-

ment: Essential Perspectives, 2nd ed.

(Cincinnati, OH: South-Western

Publishing, 2002), p. 1.

See James C. Wimbush, “Spotlight 4.

on Human Resource Management,”

Business Horizons 48 (2005): 463–

467; Jonathan Tompkins, “Strategic

Human Resources Management in

Government: Unresolved Issues,”

Public Personnel Management

(Spring 2002): 95–110; Noel M.

Tichy, Charles J. Fombrun, and

Mary Anne Devanna, “Strategic Hu-

man Resource Management,” Sloan

Management Review 23 (Winter

1982): 47–61; Cynthia A. Lengnick-

Hall and Mark L. Lengnick-Hall,

“Strategic Human Resources

Management: A Review of the Lit-

erature and a Proposed Typology,”

Academy of Management Review

13 (July 1988): 454–470; Eugene B.

McGregor, Strategic Management of

Human Knowledge, Skills, and Abili-

ties, (San Francisco: Jossey-Bass,

1991).

Edward E. Lawler III, “HR on Top,” 5.

Strategy + Business, no. 35 (Second

Quarter 2004): 21–25.

P. Wright, G. McMahan, and A. 6.

McWilliams, “Human Resources and

Sustained Competitive Advantage:

A Resource-Based Perspective,”

International Journal of Human

Resource Management 5 (1994):

301–326; Tompkins, “Strategic

Human Resource Management in

Government: Unresolved Issues”;

and Wimbush, “Spotlight on Human

Resource Management.”

B. Becker and M. Huselid, “High 7.

Performance Work Systems and

Firm Performance: A Synthesis of

Research and Managerial Implica-

tions,” Research in Personnel and

Human Resources Management 16

(1998): 53–101; S. Ramlall, “Mea-

suring Human Resource Manage-

ment’s Effectiveness in Improving

Performance,” Human Resource

Planning 26 (2003): 51; Mark A.

Huselid, Susan E. Jackson, and

Randall S. Schuler, “Technical and

Strategic Human Resource Man-

agement Effectiveness as Deter-

minants of Firm Performance,”

Academy of Management Journal 40,

no. 1 (1997): 171–188; and John T.

Delaney and Mark A. Huselid, “The

Impact of Human Resource Man-

agement Practices on Perceptions

of Organizational Performance,”

Academy of Management Journal 39,

no. 4 (1996): 949–969.

James N. Baron and David M. Kreps, 8.

“Consistent Human Resource

Played (II)

Ray Burns (Mick Rossi) does prison time for a crime

he did not commit. After his release, he focuses on

getting even with his enemies. This fast-moving  lm

peers deeply into London’s criminal world, which

includes some crooked London police, especially

Detective Brice (Vinnie Jones). The  lm’s unusual

ending reviews all major parts of the plot.

Recruitment

These scenes begin with a close-up of a photograph of

an ape that Riley (Patrick Bergin) carefully examines.

They follow Detective Brice’s order to Riley to kill

the person who will not give them money. He shoots

him in a pub. The scenes end after Ray Burns accepts

Riley’s offer. He walks away while saying, “All right.

Let’s rock and roll, man. All right. Thanks, Riley.”

Riley says, “Thank you, Ray.” The  lm cuts to Terry

(Trevor Nugent) talking to Nikki (Meridith Ostrom)

before Ray’s arrival.

What to Watch for and Ask Yourself

▪ This chapter emphasized a strategic approach to

human resource management. Detective Brice out-

lines a strategy in the opening of these scenes for

the job he describes to Riley. What are the key parts

of that strategy? What are the human resource

implications of the strategy?

▪ Riley’s next step is to recruit Ray Burns. Which

recruitment guidelines and activities does he

follow? Give examples from that portion of the

 lm scenes.

▪ Does Riley give Ray a “realistic job preview”? Use

examples from the  lm scenes to support your

answer.

ch11

BIZ FLIX VIDEO CASE

CHAPTER 11 MANAGING HUMAN RESOURCES 337

Organizing

Practices,” California Management Re-

view 41, no. 3 (Spring 1999): 29–53.

Sunil J. Ramlall, “Strategic HR Man-9.

agement Creates Value at Target,”

Journal of Organizational Excellence

(Spring 2006): 57–62.

Cynthia D. Fisher, “Current and Re-10.

current Challenges in HRM,” Journal

of Management 15 (1989): 157–180.

Floyd Kemske, “HR 2008: A Forecast 11.

Based on Our Exclusive Study,”

Workforce (January 1998): 46–60.

This deﬁ nition and discussion is 12.

based on George Bollander, Scott

Snell, and Arthur Sherman, Man-

aging Human Resources, 12th ed.

(Cincinnati, OH: South-Western,

2001), pp. 13–15; and Harry Scar-

brough, “Recipe for Success,” People

Management (January 23, 2003): 22–25.

Susan Cantrell, James M. Benton, 13.

Terry Laudal, and Robert J. Thomas,

”Measuring the Value of Human

Capital Investments: The SAP Case,”

Strategy & Leadership 34, no. 2

(2006): 43–52.

Rich Wellins and Sheila Rioux, “The 14.

Growing Pains of Globalizing HR,”

Training and Development (May

2000): 79–85.

Helen DeCieri, Julie Wolfram Cox, 15.

and Marilyn S. Fenwick, “Think

Global, Act Local: From Naive

Comparison to Critical Participa-

tion in the Teaching of Strategic

International Human Resource

Management,” Tamara: Journal of

Critical Postmodern Organization

Science 1, no. 1 (2001): 68ff; S. Taylor,

S. Beecher, and N. Napier, “Towards

an Integrative Model of Strategic

Human Resource Management,”

Academy of Management Review

21 (1996): 959–985; Mary Ann Von

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Von Glinow, Drost, and Teagarden, 16.

“Converging on IHRM Best Prac-

tices”; and Jennifer J. Laabs, “Must-

Have Global HR Competencies,”

Workforce 4, no. 2 (1999): 30–32.

Section 1604.1 of the EEOC Guide-17.

lines based on the Civil Rights Act

of 1964, Title VII.

Reported in D. T. Hall and P. H. 18.

Mirvis, “The New Protean Career:

Psychological Success and the Path

with a Heart,” in D. T. Hall & Associ-

ates, The Career is Dead—Long Live

the Career: A Relational Approach to

Careers (San Francisco: Jossey-Bass,

1995), pp. 15–45.

Based on Douglas T. Hall and 19.

Jonathan E. Moss, “The New Protean

Career Contract: Helping Orga-

nizations and Employees Adapt,”

Organizational Dynamics (Winter

1998): 22–37; and M. V. Roehling, M.

A. Cavanaugh, L. M. Moynihan, and

W. R. Boswell, “The Nature of the

New Employment Relationship: A

Content Analysis of the Practitioner

and Academic Literatures,” Human

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(2000): 305–320.

A. S. Tsui, J. L. Pearce, L. W. Porter, 20.

and A. M. Tripoli, “Alternative

Approaches to the Employee-

Organization Relationship: Does

Investment in Employees Pay Off?”

Academy of Management Journal

40 (1997): 1089–1121; D. Wang,

A. S. Tsui, Y. Zhang, and L. Ma,

“Employment Relationships and

Firm Performance: Evidence from

an Emerging Economy,” Journal of

Organizational Behavior 24 (2003):

511–535.

Based on Branham, “Planning to 21.

Become an Employer of Choice.”

This discussion is based on Jaclyn 22.

Fierman, “The Contingency

Workforce,” Fortune (January 24,

1994): 30–31; Kris Maher, “More

People Pushed Into Part-Time

Work Force,” The Wall Street

Journal, March 8, 2008; Marshall

Goldsmith, “The Contingent

Workforce,” BusinessWeek (May 23,

2007), http://www.businessweek.

com/careers/content/may2007/

ca20070523_580432.htm (accessed

April 8, 2008); and John Tagliabue,

“Europe No Longer Shuns Part-

Time and Temporary Jobs,” The New

York Times, May 11, 2006.

Goldsmith, “The Contingent 23.

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Thomas Frank, “TSA Struggles to 24.

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Ellen Gragg, “Are Telecommuting 25.

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Stephen Barr, “Working from Home

a Work in Progress,” The Washington

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John Challenger, “There Is No 27.

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Many Did It, and Who Beneﬁ ted

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Allen G. Schick, “Organizational

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and Brett C. Luthans and Steven M.

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Training and Development (April

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How to Thrive,” Personnel Journal

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Dennis J. Kravetz,32. The Human

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Victoria Grifﬁ th, “When Only 39.

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George Bohlander, Scott Snell, and 53.

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Small Business Report (June 1987):

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