8: Managing Human Resources

Human Resource Planning

How does Starbucks make sure that its worldwide retail locations are staffed with just the right number of committed employees? How does Norwegian Cruise Lines make certain that when the Norwegian Dawn pulls out of New York harbor, it has a complete, fully trained crew on board to feed, entertain, and care for its passengers? Managing these tasks is a matter of strategic human resource planning—the process of developing a plan for satisfying an organization’s human resources (HR) needs.

A strategic HR plan lays out the steps that an organization will take to ensure that it has the right number of employees with the right skills in the right places at the right times. HR managers begin by analyzing the company’s mission, objectives, and strategies. Starbucks’s objectives, for example, include the desire to “develop enthusiastically satisfied customers” as well as to foster an environment in which employees treat both customers and each other with respect.⁷ Thus, the firm’s HR managers look for people who are “adaptable, self-motivated, passionate, creative team members.”⁸ The main goal of Norwegian Cruise Lines—to lavish passengers with personal attention—determines not only the type of employee desired (one with exceptionally good customer-relation skills and a strong work ethic) but also the number needed (one for every two passengers on the Norwegian Dawn).⁹

HR Supply and Demand Forecasting

Once they’ve analyzed the jobs within the organization, HR managers must forecast future hiring (or firing) needs. This is the three-step process summarized below.

Starbucks, for instance, might find that it needs three hundred new employees to work at stores scheduled to open in the next few months. Disney might determine that it needs two thousand new cast members to handle an anticipated surge in visitors. The Norwegian Dawn might be short two dozen restaurant workers because of an unexpected increase in reservations.

After calculating the disparity between supply and future demand, HR managers must draw up plans for bringing the two numbers into balance. If the demand for labor is going to outstrip the supply, they may hire more workers, encourage current workers to put in extra hours, subcontract work to other suppliers, or introduce labor-saving initiatives. If the supply is greater than the demand, they may deal with overstaffing by not replacing workers who leave, encouraging early retirements, laying off workers, or (as a last resort) firing workers.

Recruiting Qualified Employees

Armed with information on the number of new employees to be hired and the types of positions to be filled, the HR manager then develops a strategy for recruiting potential employees. Recruiting is the process of identifying suitable candidates and encouraging them to apply for openings in the organization.

Before going any further, we should point out that in recruiting and hiring, managers must comply with antidiscrimination laws; violations can have legal consequences. Discrimination occurs when a person is treated unfairly on the basis of a characteristic unrelated to ability. Under federal law, it’s illegal to discriminate in recruiting and hiring on the basis of race, color, religion, sex, national origin, age, or disability. (The same rules apply to other employment activities, such as promoting, compensating, and firing.)¹⁰ The Equal Employment Opportunity Commission (EEOC) enforces a number of federal employment laws, including the following:

• Title VII of the Civil Rights Act of 1964, which prohibits employment discrimination based on race, color, religion, sex, or national origin. Sexual harassment is also a violation of Title VII.
• The Equal Pay Act of 1963, which protects both women and men who do substantially equal work from sex-based pay discrimination.
• The Age Discrimination in Employment Act of 1964, which protects individuals who are forty or older.
• Title I and Title V of the Americans with Disabilities Act of 1990, which prohibits employment discrimination against individuals with disabilities.¹¹

Where to Find Candidates

The first step in recruiting is to find qualified candidates. Where do you look for them, and how do you decide whether they’re qualified? Companies must assess not only the ability of a candidate to perform the duties of a job, but also whether he or she is a good “fit” for the company– i.e., how well the candidate’s values and interpersonal style match the company’s values and culture.

Internal versus External Recruiting

Where do you find people who satisfy so many criteria? Basically, you can look in two places: inside and outside your own organization. Both options have pluses and minuses. Hiring internally sends a positive signal to employees that they can move up in the company—a strong motivation tool and a reward for good performance. In addition, because an internal candidate is a known quantity, it’s easier to predict his or her success in a new position. Finally, it’s cheaper to recruit internally. On the other hand, you’ll probably have to fill the promoted employee’s position. Going outside gives you an opportunity to bring fresh ideas and skills into the company. In any case, it’s often the only alternative, especially if no one inside the company has just the right combination of skills and experiences. Entry-level jobs are usually filled from the outside.

How to Find Candidates

Whether you search inside or outside the organization, you need to publicize the opening. If you’re looking internally in a small organization, you can alert employees informally. In larger organizations, HR managers generally post openings on bulletin boards (often online) or announce them in newsletters. They can also seek direct recommendations from various supervisors.

Recruiting people from outside is more complicated. It’s a lot like marketing a product to buyers: in effect, you’re marketing the virtues of working for your company. Starbucks uses the following outlets to advertise openings:

• A dedicated section of the corporate web site (“Job Center,” which lists openings, provides information about the Starbucks experience, and facilitates the submission of online applications)
• College campus recruiting (holding on-campus interviews and information sessions and participating in career fairs)
• Internships designed to identify future talent among college students
• Announcements on employment web sites like Monster.com, Vault.com, Glassdoor.com, and SimplyHired.com
• Newspaper classified ads
• Facebook and Twitter
• Local job fairs
• In-store recruiting posters
• Informative “business cards” for distribution to customers¹²

When asked what it takes to attract the best people, Starbucks’s senior executive Dave Olsen replied, “Everything matters.” Everything Starbucks does as a company bears on its ability to attract talent. Accordingly, everyone is responsible for recruiting, not just HR specialists. In fact, the best source of quality applicants is often the company’s own labor force.¹³

The Selection Process

Recruiting gets people to apply for positions, but once you’ve received applications, you still have to select the best candidate—another complicated process.

The selection process entails gathering information on candidates, evaluating their qualifications, and choosing the right one. At the very least, the process can be time- consuming—particularly when you’re filling a high-level position—and often involves several members of an organization.

Let’s examine the selection process more closely by describing the steps that you’d take to become a special agent for the Federal Bureau of Investigation (FBI).¹⁴ Most business students don’t generally aspire to become FBI agents, but the FBI is quite interested in business graduates—especially if you have a major in accounting or finance. With one of these backgrounds, you’ll be given priority in hiring. Why?

Unfortunately, there’s a lot of white-collar crime that needs to be investigated, and people who know how to follow the money are well suited for the task.

New-Employee Orientation

Have you ever started your first day at a new job feeling upbeat and optimistic only to walk out at the end of the day thinking that maybe you’ve taken the wrong job? If this happens too often, your employer may need to revise its approach to orientation—the way it introduces new employees to the organization and their jobs. Starting a new job is a little like beginning college; at the outset, you may be experiencing any of the following feelings:

• Somewhat nervous but enthusiastic
• Eager to impress but not wanting to attract too much attention
• Interested in learning but fearful of being overwhelmed with information
• Hoping to fit in and worried about looking new or inexperienced¹⁵

The employer who understands how common such feelings are is more likely not only to help newcomers get over them but also to avoid the pitfalls often associated with new-employee orientation:

• Failing to have a workspace set up for you
• Ignoring you or failing to supervise you
• Neglecting to introduce you to coworkers
• Swamping you with facts about the company¹⁶

A good employer will take things slowly, providing you with information about the company and your job on a need-to-know basis while making you feel as comfortable as possible. You’ll get to know the company’s history, traditions, policies, and culture over time. You’ll learn more about salary and benefits and how your performance will be evaluated. Most importantly, you’ll find out how your job fits into overall operations and what’s expected of you.

Training and Development

It would be nice if employees came with all the skills they need to do their jobs. It would also be nice if job requirements stayed the same: once you’ve learned how to do a job, you’d know how to do it forever. In reality, new employees must be trained; moreover, as they grow in their jobs or as their jobs change, they’ll need additional training. Unfortunately, training is costly and time-consuming.

How costly? Training magazine reported that businesses spent over $55 billion on training in 2013.¹⁷ At Darden Restaurants, the parent company to restaurants such as Olive Garden and Red Lobster, training focuses on diversity skills.¹⁸ What’s the payoff? Why are such companies willing to spend so much money on their employees? Darden has been recognized by Fortune magazine as a “Diversity Champion,” ranking it as one of the Top 20 employers on their list of diverse workforces.¹⁹ At Booz Allen Hamilton, consultants specialize in finding innovative solutions to client problems, and their employer makes sure that they’re up-to-date on all the new technologies by maintaining a “technology petting zoo” at its training headquarters. It’s called a “petting zoo” because employees get to see, touch, and interact with new and emerging technologies. For example, a Washington Post reporter visiting the “petting zoo” in 2007 saw fabric that could instantly harden if struck by a knife or bullet, and “smart” clothing that could monitor a wearer’s health or environment.²⁰

At Booz Allen Hamilton’s technology “petting zoo,” employees are receiving off-the-job training. This approach allows them to focus on learning without the distractions that would occur in the office. More common, however, is informal on-the-job training, which may be supplemented with formal training programs. This is the method, for example, by which you’d move up from mere coffee maker to a full-fledged “barista” if you worked at Starbucks.²¹ You’d begin by reading a large spiral book (titled Starbucks University) on the responsibilities of the barista, pass a series of tests on the reading, then get hands-on experience in making drinks, mastering one at a time.²² Doing more complex jobs in business will likely require even more training than is required to be a barista.

Diversity in the Workplace

The makeup of the U.S. workforce has changed dramatically over the past 50 years. In the 1950s, more than 60 percent was composed of white males.²³ Today’s workforce reflects the broad range of differences in the population—differences in gender, race, ethnicity, age, physical ability, religion, education, and lifestyle. As you can see in Figure 8.5, more women and minorities have entered the workforce, and white males now make up only 36 percent of the workforce.²⁴

Most companies today strive for diverse workforces. HR managers work hard to recruit, hire, develop, and retain a diverse workforce. In part, these efforts are motivated by legal concerns: discrimination in recruiting, hiring, advancement, and firing is illegal under federal law and is prosecuted by the EEOC.²⁵ Companies that violate antidiscrimination laws are subject to severe financial penalties and also risk reputational damage. In November 2004, for example, the EEOC charged that recruiting policies at Abercrombie & Fitch, a national chain of retail clothing stores, had discriminated against minority and female job applicants between 1999 and 2004. The EEOC alleged that A&F had hired a disproportionate number of white salespeople, placed minorities and women in less visible positions, and promoted a virtually all-white image in its marketing efforts. Six days after the EEOC filed a lawsuit, the company settled the case at a cost of $50 million, but the negative publicity may hamper both recruitment and sales for some time.²⁶

Reasons for building a diverse workforce go well beyond mere compliance with legal standards. It even goes beyond commitment to ethical standards. It’s good business. People with diverse backgrounds bring fresh points of view that can be invaluable in generating ideas and solving problems. In addition, they can be the key to connecting with an ethnically diverse customer base. If a large percentage of your customers are Hispanic, it might make sense to have a Hispanic marketing manager. In short, capitalizing on the benefits of a diverse workforce means that employers should view differences as assets rather than liabilities.

Job Redesign

The average employee spends more than two thousand hours a year at work. If the job is tedious, unpleasant, or otherwise unfulfilling, the employee probably won’t be motivated to perform at a very high level. Many companies practice a policy of job redesign to make jobs more interesting and challenging. Common strategies include job rotation, job enlargement, and job enrichment.

Job Rotation

Specialization promotes efficiency because workers get very good at doing particular tasks. The drawback is the tedium of repeating the same task day in and day out. The practice of job rotation allows employees to rotate from one job to another on a systematic basis, often but not necessarily cycling back to their original tasks. A computer maker, for example, might rotate a technician into the sales department to increase the employee’s awareness of customer needs and to give the employee a broader understanding of the company’s goals and operations. A hotel might rotate an accounting clerk to the check- in desk for a few hours each day to add variety to the daily workload. Through job rotation, employees develop new skills and gain experience that increases their value to the company. So great is the benefit of this practice that many companies have established rotational training programs that include scheduled rotations during the first 2-3 years of employment. Companies benefit because cross-trained employees can fill in for absentees, thus providing greater flexibility in scheduling, offer fresh ideas on work practices, and become promotion-ready more quickly.

Job Enlargement

Instead of a job in which you performed just one or two tasks, wouldn’t you prefer a job that gave you many different tasks? In theory, you’d be less bored and more highly motivated if you had a chance at job enlargement—the policy of enhancing a job by adding tasks at similar skill levels. The job of sales clerk, for example, might be expanded to include gift-wrapping and packaging items for shipment. The additional duties would add variety without entailing higher skill levels.

Job Enrichment

Merely expanding a job by adding similar tasks won’t necessarily “enrich” it by making it more challenging and rewarding. Job enrichment is the practice of adding tasks that increase both responsibility and opportunity for growth. It provides the kinds of benefits that, according to Maslow and Herzberg, contribute to job satisfaction: stimulating work, sense of personal achievement, self-esteem, recognition, and a chance to reach your potential.

Consider, for example, the evolving role of support staff in the contemporary office. Today, employees who used to be called “secretaries” assume many duties previously in the domain of management, such as project coordination and public relations. Information technology has enriched their jobs because they can now apply such skills as word processing, desktop publishing, creating spreadsheets, and managing databases. That’s why we now use a term such as administrative assistant instead of secretary.²⁹

Work/Life Quality

Building a career requires a substantial commitment in time and energy, and most people find that they aren’t left with much time for non-work activities. Fortunately, many organizations recognize the need to help employees strike a balance between their work and home lives.³⁰ By helping employees combine satisfying careers and fulfilling personal lives, companies tend to end up with a happier, less-stressed, and more productive workforce. The financial benefits include lower absenteeism, turnover, and health care costs.

Alternative Work Arrangements

The accounting firm KPMG, which has made the list of the “100 Best Companies for Working Mothers” for nineteen years,³¹ is committed to promoting a balance between its employees’ work and personal lives. KPMG offers a variety of work arrangements designed to accommodate different employee needs and provide scheduling flexibility.³²

Flextime

Employers who provide for flextime set guidelines that allow employees to designate starting and quitting times. Guidelines, for example, might specify that all employees must work eight hours a day (with an hour for lunch) and that four of those hours must be between 10 a.m. and 3 p.m. Thus, you could come in at 7 a.m. and leave at 4 p.m., while coworkers arrive at 10 a.m. and leave at 7 p.m. With permission you could even choose to work from 8 a.m to 2 p.m., take two hours for lunch, and then work from 4 p.m. to 6 p.m.

Compressed Workweeks

Rather than work eight hours a day for five days a week, you might elect to earn a three-day weekend by working ten hours a day for four days a week.

Job Sharing

Under job sharing, two people share one full-time position, splitting the salary and benefits of the position as each handles half the job. Often they arrange their schedules to include at least an hour of shared time during which they can communicate about the job.

Telecommuting

Telecommuting means that you regularly work from home (or from some other non-work location). You’re connected to the office by computer, fax, and phone. You save on commuting time, enjoy more flexible work hours, and have more opportunity to spend time with your family. A study of 5,500 IBM employees (one-fifth of whom telecommute) found that those who worked at home not only had a better balance between work and home life but also were more highly motivated and less likely to leave the organization.³³

Though it’s hard to count telecommuters accurately, Global Workplace Analytics estimates that, in 2016, “at least 3.7 million people (2.8 percent of the workforce) work from home at least half the time.”³⁴ Telecommuting isn’t for everyone. Working at home means that you have to discipline yourself to avoid distractions, such as TV, personal phone calls, and home chores and also not be impacted by feeling isolated from the social interaction in the workplace.

Family-Friendly Programs

In addition to alternative work arrangements, many employers, including KPMG, offer programs and benefits designed to help employees meet family and home obligations while maintaining busy careers. KPMG offers each of the following benefits.³⁵

Compensation and Benefits

Though paychecks and benefits packages aren’t the only reasons why people work, they do matter. Competitive pay and benefits also help organizations attract and retain qualified employees. Companies that pay their employees more than their competitors generally have lower turnover. Consider, for example, The Container Store, which regularly appears on Fortune magazine’s list of “The 100 Best Companies to Work For.”⁴³ The retail chain staffs its stores with fewer employees than its competitors but pays them more—in some cases, three times the industry average for retail workers. This strategy allows the company to attract extremely talented workers who, moreover, aren’t likely to leave the company. Low turnover is particularly valuable in the retail industry because it depends on service-oriented personnel to generate repeat business. In addition to salary and wages, compensation packages often include other financial incentives, such as bonuses and profit-sharing plans, as well as benefits, such as medical insurance, vacation time, sick leave, and retirement accounts.

The Basic Three-Step Process

Appraisal systems vary both by organization and by the level of the employee being evaluated, but as you can see in Figure 8.8, it’s generally a three-step process:

1. Before managers can measure performance, they must set goals and performance expectations and specify the criteria (such as quality of work, quantity of work, dependability, initiative) that they’ll use to measure performance.
2. At the end of a specified time period, managers complete written evaluations that rate employee performance according to the predetermined criteria.
3. Managers then meet with each employee to discuss the evaluation. Jointly, they suggest ways in which the employee can improve performance, which might include further training and development.

It sounds fairly simple, but why do so many managers report that, except for firing people, giving performance appraisals is their least favorite task?⁵⁹ To get some perspective on this question, we’ll look at performance appraisals from both sides, explaining the benefits and identifying potential problems with some of the most common practices.

Among other benefits, formal appraisals provide the following:

• An opportunity for managers and employees to discuss an employee’s performance and to set future goals and performance expectations
• A chance to identify and discuss appropriate training and career-development opportunities for an employee
• Formal documentation of the evaluation that can be used for salary, promotion, demotion, or dismissal purposes⁶⁰

As for disadvantages, most stem from the fact that appraisals are often used to determine salaries for the upcoming year. Consequently, meetings to discuss performance tend to take on an entirely different dimension: the manager may appear judgmental (rather than supportive), and the employee may get defensive. This adversarial atmosphere can make many managers not only uncomfortable with the task but also less likely to give honest feedback. (They may give higher marks in order to avoid delving into critical evaluations.) HR professionals disagree about whether performance appraisals should be linked to pay increases. Some experts argue that the connection eliminates the manager’s opportunity to use the appraisal to improve an employee’s performance. Others maintain that it increases employee satisfaction with the process and distributes raises on the basis of effort and results.⁶¹

360-Degree and Upward Feedback

Instead of being evaluated by one person, how would you like to be evaluated by several people—not only those above you in the organization but those below and beside you? The approach is called 360-degree feedback, and the purpose is to ensure that employees (mostly managers) get feedback from all directions—from supervisors, reporting subordinates, coworkers, and even customers. If it’s conducted correctly, this technique furnishes managers with a range of insights into their performance in a number of roles.

Some experts, however, regard the 360-degree approach as too cumbersome. An alternative technique, called upward feedback, requires only the manager’s subordinates to provide feedback. Computer maker Dell uses this approach as part of its manager-development plan. Every year, forty thousand Dell employees complete a survey in which they rate their supervisors on a number of dimensions, such as practicing ethical business principles and providing support in balancing work and personal life. Dell uses survey results for development purposes only, not as direct input into decisions on pay increases or promotions.⁶²

Retaining Valuable Employees

When a valued employee quits, the loss to the employer can be serious. Not only will the firm incur substantial costs to recruit and train a replacement, but it also may suffer temporary declines in productivity and lower morale among remaining employees who have to take on heavier workloads. Given the negative impact of turnover—the permanent separation of an employee from a company—most organizations do whatever they can to retain qualified employees. Compensation plays a key role in this effort: companies that don’t offer competitive compensation packages tend to lose employees. Other factors also come into play, such as training and development, as well as helping employees achieve a satisfying work/non-work balance. In the following sections, we’ll look at a few other strategies for reducing turnover and increasing productivity.⁶³

Creating a Positive Work Environment

Employees who are happy at work are more productive, provide better customer service, and are more likely to stay with the company. A study conducted by Sears, for instance, found a positive relationship between customer satisfaction and employee attitudes on ten different issues: a 5 percent improvement in employee attitudes results in a 1.3 percent increase in customer satisfaction and a 0.5 percent increase in revenue.⁶⁴

The Employee-Friendly Workplace

What sort of things improve employee attitudes? The 12,000 employees of software maker SAS Institute fall into the category of “happy workers.” They choose the furniture and equipment in their offices, eat subsidized meals at one of three on-site restaurants, and enjoy other amenities like a 77,000 square-foot fitness center. They also have job security: no one’s ever been laid off because of an economic downturn. The employee-friendly work environment helps SAS employees focus on their jobs and contribute to the attainment of company goals.⁶⁵ Not surprisingly, it also results in very low 3 percent turnover.

Recognizing Employee Contributions

Thanking people for work done well is a powerful motivator. People who feel appreciated are more likely to stay with a company than those who don’t.⁶⁶ While a personal thank-you is always helpful, many companies also have formal programs for identifying and rewarding good performers. The Container Store rewards employee accomplishments in a variety of ways. For example, employees with 20 years of service are given a “dream trip”—one employee went on a seven day Hawaiian cruise.⁶⁷ The company is known for its supportive environment and in 2016 celebrated its seventeenth year on Fortune’s 100 Best Companies to Work For®.⁶⁸

Involving Employees in Decision Making

Companies have found that involving employees in decisions saves money, makes workers feel better about their jobs, and reduces turnover. Some have found that it pays to take their advice. When General Motors asked workers for ideas on improving manufacturing operations, management was deluged with more than forty-four thousand suggestions during one quarter. Implementing a few of them cut production time on certain vehicles by 15 percent and resulted in sizable savings.⁶⁹

Similarly, in 2001, Edward Jones, a personal investment company, faced a difficult situation during the stock-market downturn. Costs had to be cut, and laying off employees was one option. Instead, however, the company turned to its workforce for solutions. As a group, employees identified cost savings of more than $38 million. At the same time, the company convinced experienced employees to stay with it by assuring them that they’d have a role in managing it.⁷⁰

Why People Quit

As important as such initiatives can be, one bad boss can spoil everything. The way a person is treated by his or her boss may be the primary factor in determining whether an employee stays or goes. People who have quit their jobs cite the following behavior by superiors:

• Making unreasonable work demands
• Refusing to value their opinions
• Failing to be clear about what’s expected of subordinates
• Showing favoritism in compensation, rewards, or promotions⁷¹

Holding managers accountable for excessive turnover can help alleviate the “bad-boss” problem, at least in the long run. In any case, whenever an employee quits, it’s a good idea for someone—other than the individual’s immediate supervisor—to conduct an exit interview to find out why. Knowing why people are quitting gives an organization the opportunity to correct problems that are causing high turnover rates.

Involuntary Termination

Some companies employ a process called Forced Ranking to manage out their under-performers. In this approach, only a certain percentage of employees can receive a particular performance evaluation score, which forces some employees to the bottom of the distribution—sort of the opposite of a curved exam score. The employee pool in question is typically made up of those who do similar kinds of work. Ideally after being given some amount of time to improve, those who remain at the bottom of the performance distribution are then separated from the company. As you can imagine, this practice has caused a fair amount of controversy!

Before we leave this section, we should say a word or two about termination—getting fired. Though turnover—voluntary separations—can create problems for employers, they’re not nearly as devastating as the effects of involuntary termination on employees. Losing your job is what psychologists call a “significant life change,” and it’s high on the list of “stressful life events” regardless of the circumstances. Sometimes, employers lay off workers because revenues are down and they must resort to downsizing—to cutting costs by eliminating jobs. Sometimes a particular job is being phased out, and sometimes an employee has simply failed to meet performance requirements.

Employment at Will

Is it possible for you to get fired even if you’re doing a good job and there’s no economic justification for your being laid off? In some cases, yes—especially if you’re not working under a contract. Without a formal contract, you’re considered to be employed at will, which means that both you and your employer have the right to terminate the employment relationship at any time. You can quit whenever you want, but your employer can also fire you whenever they want.

Fortunately for employees, over the past several decades, the courts have made several decisions that created exceptions to the employment-at-will doctrine.⁷² Since managers generally prefer to avoid the expense of fighting wrongful discharge claims in court, many no longer fire employees at will. A good practice in managing terminations is to maintain written documentation so that employers can demonstrate just cause when terminating an employee. If it’s a case of poor performance, the employee would be warned in advance that his or her current level of performance could result in termination and then be permitted an opportunity to improve performance. When termination is necessary, communication should be handled in a private conversation, with the manager explaining precisely why the action is being taken.

Image Credits: Chapter 8

Figure 8.1: Photobra Adam Bielawski (2011). “Howard Schultz.” CC BY-SA 3.0

Figure 8.2: Hao Xing (2015). “Starbucks Coffee Company-True North Blend™ Blonde Roast.” CC BY 2.0 Retrieved from: https://www.flickr.com/photos/130000572@N03/16285653016

Figure 8.4: Nazareth College (2015). “Career Job Fair 2015.” CC BY 2.0 Retrieved from: https://www.flickr.com/photos/nazareth_college/16925555392

Figure 8.5: Data for the table from: Bureau of Labor Statistics (2016). “Labor Force Statistics from the Current Population Survey: Table 10 Employed persons by occupation, race, Hispanic or Latino ethnicity, and sex.” Retrieved from: http://www.bls.gov/cps/cpsaat10.pdf

Figure 8.6: William Murphy (2012). “Abercrombie & Fitch First store In Ireland Opened Today.” CC BY 2.0 Retrieved from: https://www.flickr.com/photos/infomatique/8145283663

Figure 8.7: List from: Great Place to Work and Fortune (2016). “The 2016 Fortune Best Companies to Work For®” Fortune.com. Retrieved from: clients.greatplacetowork.com/list-calendar/fortune-100-best-companies-to-work-for?utm_source=website&utm_medium=main-menu&utm_content=lists-fortune-100&utm_campaign=dotcom-links

References: Chapter 8

1 Introductory material on Howard Schultz and Starbucks comes from Howard Schultz and Dori Jones Yang (1997). Pour Your Heart into It: How Starbucks Built a Company One Cup at a Time. New York: Hyperion. Pp. 3–8.

2 Ibid., p. 138.

3 Ibid., pp. 6-7

4 Starbucks (2016). “Working at Starbucks.” Starbucks.com. Retrieved from: http://www.starbucks.com/careers/working-at-starbucks

5 Ibid.

6 Howard Schultz and Dori Jones Yang (1997). Pour Your Heart into It: How Starbucks Built a Company One Cup at a Time. New York: Hyperion. P. 125.

7 Starbucks (2016). “Working at Starbucks.” Starbucks.com. Retrieved from: http://www.starbucks.com/careers/working-at-starbucks

8 Fortune (2007). “100 Top MBA Employers.” Fortune. Retrieved from: http://archive.fortune.com/magazines/fortune/mba100/2007/full_list/index.html

9 Cruise International (n.d.).”The Norwegian Dawn.” CruiseInternational.com. Retrieved from: www.cruise-international.com/cruise-search/ShpDetailsQuery?nShp=290&nLine=18&nOperator=Norwegian+Cruise+Line

10 The U.S. Equal Employment Opportunity Commission (n.d.). “Prohibited Employment Policies/Practices.” Eeoc.gov. Retrieved from: https://www.eeoc.gov/laws/practices/index.cfm

11 The U.S. Equal Employment Opportunity Commission (n.d.). “Laws Enforced by the U.S. Equal Employment Opportunity Commission.” Eeoc.gov. Retrieved from: https://www.eeoc.gov/laws/statutes/index.cfm

12 Carolyn B. Thompson (n.d.). “In Focus: Target Your Recruitment Market,” NetTemps.com. Retrieved from: www.net-temps.com/recruiters/infocus/article.htm?op=view&id=662#axzz4BVFt5rJY

13 David Lee (2006). “Your First Task As A Recruiter: Recruit Senior Management Onto Your Team.” Humannature@work.com. Retrieved from: https://web.archive.org/web/20130529204750/http://www.humannatureatwork.com/Recruiting-Employees.htm

14 The information in this section comes from two sources: Federal Bureau of Investigation (n.d.). “Special Agents.” fbijobs.gov. Retrieved from: www.fbijobs.gov/special-agents and “How to Become a Special Agent.” Retrieved from: www.fbijobs.gov/special-agents/how-become-special-agent

15 Adapted from: Alan Price (2004). Human Resource Management in a Business Context. Hampshire, U.K.: Cengage EMEA. Retrieved from: http://www.bestbooks.biz/learning/induction.html

16 Susan M. Heathfield (2015). “Top Ten Ways to Turn Off a New Employee.” About Money. Retrieved from: http://humanresources.about.com/library/weekly/aa022601a.htm

17 Training magazine (2013). “2013 Industry Report.” Trainingmag.com. Retrieved from: https://trainingmag.com/sites/default/files//2013_Training_Industry_Report.pdf

18 Training magazine (2014). “2014 Top 125.” Trainingmag.com. Retrieved from: https://trainingmag.com/sites/default/files/2014_01_Training_Top_125_1.pdf

19 Ibid. P. 73.

20 Zachary Golfarb (2007). “Where Technocrats Play With Toys of Tomorrow.” The Washington Post. Retrieved from: www.washingtonpost.com/wp-dyn/content/article/2007/12/23/AR2007122301574.html

21 Brooke Locascio (2004). “Working at Starbucks: More Than Just Pouring Coffee.” Tea and Coffee Trade Online. Retrieved from: http://www.teaandcoffee.net/0104/coffee.htm

22 Howard Schultz and Dori Jones Yang (1997). Pour Your Heart into It: How Starbucks Built a Company One Cup at a Time. New York: Hyperion. Pp. 250-251.

23 Judith Lindenberger and Marian Stoltz-Loike (2015). “Diversity in the Workplace.” Zeromillion.com. Retrieved from: http://www.zeromillion.com/econ/workplace-diversity.html

24 Bureau of Labor Statistics (2016). “Labor Force Statistics from the Current Population Survey: Table 10 Employed persons by occupation, race, Hispanic or Latino ethnicity, and sex.” Bls.gov. Retrieved from: http://www.bls.gov/cps/cpsaat10.pdf

25 U.S. Equal Employment Opportunity Commission (2009). “Federal Laws Prohibiting Job Discrimination: Questions and Answers.” The U.S. Equal Employment Opportunity Commission. Retrieved from: http://www.eeoc.gov/facts/qanda.html

26 U.S. Equal Employment Opportunity Commission (2004). “EEOC Agrees to Landmark Resolution of Discrimination Case Against Abercrombie & Fitch.” The U.S. Equal Employment Opportunity Commission. Retrieved from: https://www.eeoc.gov/eeoc/newsroom/release/11-18-04.cfm

27 Great Place to Work Institute® (2016). “What Is a Great Workplace?” greatplacetowork.com. Retrieved from: http://www.greatplacetowork.com/our-trust-approach/what-is-a-great-workplace

28 Jessica Rohman, Great Place to Work Institute® (2015). “15 Practice Areas Critical to Achieving a Great Workplace.” greatplacetowork.com. Retrieved from: http://www.greatplacetowork.com/events-and-insights/blogs-and-news/3040-15-practice-areas-critical-to-achieving-a-great-workplace

29 Sandra Kerka (1995). “The Changing Role of Support Staff.” ERIC Clearinghouse on Adult, Career, and Vocational Education (ACVE) ARCHIVE Trends and Issues Alerts. Retrieved from: www.calpro-online.org/eric/docgen.asp?tbl=archive&ID=A019

30 Jeffrey Greenhaus, Karen Collins, and Jason Shaw (2003). “The Relationship between Work-Family Balance and Quality of Life.” Journal of Vocational Behavior 63. Pp. 510–31.

31 KPMG Today (2012). “KPMG on Working Mother’s Top Ten Again.” KPMGcampus.com. Retrieved from: kpmgcampus.com/news/KPMGonWorkingMothersTopTenAgain.pdf

32 For further information or details about KPMG benefits, please visit us-jobs.kpmg.com/en/why-kpmg/benefits

33 WFC Resources Inc.. (n.d.) “The Business Case for Telecommuting.” Career/Life Alliances Services Inc. Retrieved from: www.clalliance.com/EXPO/docs/The_Business_Case_for_Telecommuting-WFCResources.pdf

34 Kate Lister (2016). “Latest Telecommuting Statistics.” Global Workplace Analytics. Retrieved from: http://globalworkplaceanalytics.com/telecommuting-statistics

35 For further information or details about KPMG benefits, please visit us-jobs.kpmg.com/en/why-kpmg/benefits

36 Rana Florida (2012). “The Case For On-Site Day Care.” Fast Company. Retrieved from: http://www.fastcompany.com/3036419/second-shift/the-case-for-onsite-daycare

37 Katherine Reynolds Lewis (2015). “What It Takes: Parental Support Trends at the Best Companies.” Working Mother Magazine. Retrieved from: http://www.workingmother.com/what-it-takes-parental-support-trends-at-best-companies

38 Kate Gibson (2016). “Paid Parental Leave: Finally Coming to America?” CBS News Moneywatch. Retrieved from: http://www.cbsnews.com/news/paid-parental-leave-finally-coming-to-america/

39 Morley Safer and Rebecca Leung (2003). “Working The Good Life: SAS Provides Employees With Generous Work Incentives. CBS News/60 Minutes. Retrieved from: http://www.cbsnews.com/news/working-the-good-life/

40 Karen Collins and Elizabeth Hoover (1995). “Addressing the Needs of the Single Person in Public Accounting.” Pennsylvania CPA Journal. P. 16.

41 Karen Collins and Larry Killough (1989). “Managing Stress in Public Accounting.” Journal of Accountancy. v.167 no.5, p. 92.

42 Glenn Withiam (1993). “American Concierges Set Service Standards.” The Cornell Hotel and Restaurant Administration Quarterly. V.34, no. 4, p.26.

43 Great Place to Work Institute® (2016). “Announcing the 2016 Fortune Best Companies to Work For®” greatplacetowork.com. Retrieved from: http://reviews.greatplacetowork.com/rankings/2016-fortune-100-best-companies-to-work-for-list

44 Neil Learner (2000). “Ashore, a Way of Life Built Around the Crab.” The Christian Science Monitor. Retrieved from: http://www.csmonitor.com/2000/0626/p15s1.html

45 The Hartford (2016). “Total Rewards: Competitive Compensation.” The Hartford.com. Retrieved from: www.thehartford.com/careers/benefits

46 Texas Instruments (2012). “2012 Corporate Citizenship Report: Compensation.” Ti.com. Retrieved from: http://www.ti.com/corp/docs/csr/2012/empwellbeing/payandbenefits/compensation.shtml

47 Jeff D. Opdyke (2004). “Getting a Bonus Instead of a Raise.” The Wall Street Journal. Retrieved from: http://www.wsj.com/articles/SB110427526449111461

48 Kristen Leigh Painter (2016). “Delta distributes $1.5 billion in profits to employees.” Star Tribune. Retrieved from: http://www.startribune.com/delta-distributes-1-5-billion-in-profits-to-employees/368656151/

49 Greg Gardner (2016). “GM UAW workers to receive profit-sharing up to $11,000.” Detroit Free Press. Retrieved from: http://www.freep.com/story/money/cars/general-motors/2016/02/03/gm-uaw-workers-receive-profit-sharing-up-11000/79708340/

50 Lee Ann Obringer (2003). “How Employee Compensation Works.” HowStuffWorks.com. Retrieved from: http://money.howstuffworks.com/benefits.htm

51 Texas Instruments (2012). “2012 Proxy Statement: Compensation discussion and analysis (p. 69).” Ti.com. Retrieved from: http://www.ti.com/corp/docs/investor/proxy12/compensation_discussion_and_analysis.htm

52 Texas Instruments (2012). “2012 Corporate Citizenship Report: Compensation.” Ti.com. Retrieved from: http://www.ti.com/corp/docs/csr/2012/empwellbeing/payandbenefits/compensation.shtml

53 Ibid.

54 Ibid.

55 Starbucks, Inc. (2016). “About Bean Stock.” Starbucks.com. Retrieved from: http://starbucksbeanstock.com/en-us/welcome-en-us/about-bean-stock-en-us/

56 Bureau of Labor Statistics (2016). “Employer Costs for Employee Compensation news release.” Bls.gov. Retrieved from: http://www.bls.gov/news.release/ecec.nr0.htm

57 Bureau of Labor Statistics (2016). “Employee Benefits Survey, Private Industry Tables.” Bls.gov. Retrieved from: http://www.bls.gov/ncs/ebs/benefits/2015/ownership/prvt_all.pdf

58 Starbucks (2016). “Working at Starbucks.” Starbucks.com. Retrieved from: http://www.starbucks.com/careers/working-at-starbucks

59 Susan Heathfield (2015). “Performance Appraisals Don’t Work: The Traditional Performance Appraisal Process.” About Money. Retrieved from: http://humanresources.about.com/od/performanceevals/a/perf_appraisal.htm

60 Bob Nelson and Peter Economy (2003). Managing for Dummies, 2nd ed. New York: Wiley. P. 140.

61 Archer North & Associates (2010). “Reward Issues.” Performance-Appraisal.com. Retrieved from: http://www.performance-appraisal.com/rewards.htm

62 Dell, Inc. (2011). “2011 Corporate Responsibility Report: Listening, Inspiring, Sharing: Tell Dell” (p. 37). Dell.com. Retrieved from: http://i.dell.com/sites/content/corporate/corp-comm/en/Documents/dell-fy11-cr-report.pdf

63 Gregory P. Smith (n.d.) “5 Tips to Attract, Keep and Motivate Your Employees.” Businessknowhow.com. Retrieved from: http://www.businessknowhow.com/manage/attractworkforce.htm

64 Sue Shellenbarger (1998). “Companies Find It Pays To Be Nice to Employees.” The Wall Street Journal. Retrieved from: http://www.wsj.com/articles/SB901063646490891000

65 Morley Safer and Rebecca Leung (2003). “Working The Good Life: SAS Provides Employees With Generous Work Incentives. CBS News/60 Minutes. Retrieved from: http://www.cbsnews.com/news/working-the-good-life/

66 Robert McGarvey (2004). “A Tidal Wave of Turnover.” American Way. Pp. 32–36.

67 The Container Store (2013). “What We Stand For: Organization with Heart—My 20-Year Trip.” TheContainerStore.com. Retrieved from: http://standfor.containerstore.com/my-20-year-trip-2

68 The Container Store (2016). “What We Stand For: Organization with Heart—17 Years on FORTUNE’s “100 Best” List.” TheContainerStore.com. Retrieved from: http://standfor.containerstore.com/17-years-on-fortunes-100-best-list

69 Freda Turner (2002). “An Effective Employee Suggestion Program Has a Multiplier Effect.” TheCEORefresher.com. Retrieved from: www.refresher.com/Archives/!ftmultiplier.html

70 Richard L. Daft and Dorothy Marcic (2006). Understanding Management, 6th Edition. Florence KY: Cengage Learning. P. 219.

71 Gregory P. Smith (n.d.) “Top Ten Reasons Why People Quit Their Jobs.” Businessknowhow.com. Retrieved from: http://www.businessknowhow.com/manage/whyquit.htm

72 Charles Muhl (2001). “The Employment-at-Will Doctrine: Three Major Exceptions.” Bureau of Labor Statistics Monthly Labor Review. Retrieved from: http://www.bls.gov/opub/mlr/2001/01/art1full.pdf