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TA B L E O F C O N T E N T S
Preface xxi
S E C T I O N 1
The Environment of Human Resource
Management 1
CHAPTER 1 1-5b Globalization 18
Human Resource Management in 1-5c A Changing Workforce 19
1-5d Human Resources and Technology 20
Organizations 2
1-6 Organizational Ethics and Human
HR HEADLINE: Cool Commitment at Igloo 3 Resource Management 22
1-1 What Is Human Resource Management? 4 1-6a Ethical Culture and Practices 22
1-1a Why Organizations Need HR Management 4 HR ETHICS: HR Keeps Organization on

Straight and Narrow 23
HR PERSPECTIVE: Transforming HR at
Popeyes Louisiana Kitchen 6 1-6b Ethics and Global Differences 24
1-6c Role of Human Resources in Organizational
1-2 Managing Human Resources Ethics 24
in Organizations 7
1-7 Human Resources Management
1-2a Human Resource Management as a Core Competencies and Careers 25
Competency 7
1-7a Human Resources Competencies 25
1-2b Employees as a Core Competency 7
1-7b Human Resource Management as a
1-3 HR Management Functions 11 Career Field 27
1-7c Human Resource Professionalism and
HR COMPETENCIES & APPLICATIONS: Certification 27
Building Healthy Organizations 12
Summary 28
1-4 Roles for Human Resource Departments 14 Critical Thinking Challenges 29
1-4a Administrative Role for Human Resources 15 Case: Organizational Culture Gone Wrong 29
1-4b Operational and Employee Advocate Role for
Supplemental Cases: Water Quality Association:
Human Resources 15
Building Competencies with Technology; Rio
1-4c Strategic Role for Human Resources 15 Tinto: Redesigning HR; Phillips Furniture; Sysco;
1-5 Human Resources Management HR, Culture, and Success at Google, Scripps,
and UPS 30
Challenges 16
1-5a Competition, Cost Pressures, and
End Notes 31
Restructuring 16
vi
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TA B L E O F C O N T E N T S vii
CHAPTER 2 2-7 Workforce Imbalances 51

Human Resource Strategy and 2-7a Managing a Talent Surplus 52
Planning 34 2-7b Legal Considerations for Workforce
Reductions 55
HR HEADLINE: HR Planning in the 2-7c Managing a Talent Shortage 55
“Air Capital of the World” 35
2-8 Human Resources Planning in Mergers
2-1 Organizational Strategic Planning 36 and Acquisitions 56
2-1a Strategy Formulation 36 2-8a Before the Deal 56
2-1b Managing in Turbulent Conditions 37 2-8b During Integration 57
2-1c Triple Bottom Line 37 2-8c Post-Integration 58
2-2 Human Resources and Strategy 38 2-9 Measuring the Effectiveness of Human
Resources and Human Capital 58
HR PERSPECTIVE: Genentech Maps Its Human 2-9a HR Metrics and Analytics 58
Resources Possibilities 39
HR COMPETENCIES & APPLICATIONS: Talking
2-2a Human Resource Contributions to Strategy 41
Numbers with Organization Leaders 60
2-2b Human Resources Strategies for Global
Competitiveness 41 2-9b Human Resources and Benchmarking 61
2-9c Human Resources and the Balanced Scorecard 61
HR COMPETENCIES & APPLICATIONS: Latin 2-9d Human Capital Effectiveness Measures 62
American Firms Face Staffing Problems 43
2-9e Human Resources Audit 63
2-3 Human Resource Planning 44 Summary 64

2-3a Human Resources Planning Process 44 Critical Thinking Challenges 64
2-3b Environmental Analysis 45
Case: Happy and Healthy Talent Transformation
2-4 Planning for External Workforce Availability 46 at Walgreens 65
2-4a Economic and Governmental Factors 46 Supplemental Cases: HR’s Performance Consulting at
2-4b Geographic and Competitive Evaluations 46 Ingersoll Rand; Analytics at PricewaterhouseCoopers;
Where Do You Find the Bodies?; Xerox; Pioneers in HR
2-4c Changing Workforce Considerations 47
Analytics 66
2-5 Planning for Internal Workforce Availability 47 End Notes 66
2-5a Current and Future Jobs Audit 47
HR HIGHLIGHT: Barriers to Workforce CHAPTER 3

Planning 48 Equal Employment Opportunity 70
2-5b Employee and Organizational Capabilities
HR HEADLINE: Dupont Helps Employees
Inventory 48
Challenged by Mental Illnesses 71
2-6 Forecasting HR Supply and Demand 49
3-1 The Nature of Equal Employment Opportunity 72
2-6a Forecasting Methods and Periods 49
2-6b Forecasting the Demand (Need) for Human 3-1a Sources of Regulation and Enforcement 73
Resources 49
3-2 Theories of Unlawful Discrimination 75
2-6c Forecasting the Supply (Availability) of Human
Resources 51 3-2a Equal Employment Opportunity Concepts 75
viii TA B L E O F C O N T E N T S
HR COMPETENCIES & APPLICATIONS: What to Do 3-6b Americans with Disabilities Act 90

When the EEOC Comes Knocking 77 3-6c ADA Amendments Act 90
3-6d ADA and Job Requirements 91
3-3 Broad-Based Discrimination Laws 78 3-6e Claims of Discrimination 93
3-3a Civil Rights Act of 1964, Title VII 78 3-6f Genetic Bias Regulations 94
3-3b Civil Rights Act of 1991 79
3-7 Age Discrimination Laws 94
3-3c Executive Orders 11246, 11375, and 11478 79
3-3d Managing Affirmative Action Requirements 80 3-7a Age Discrimination in Employment Act 95
3-3e Managing Racial and Ethnic Discrimination 3-7b Older Workers Benefit Protection Act 95
Issues 80 3-7c Managing Age Discrimination 95
3-4 Sex and Gender Discrimination Laws 3-8 Religion and Spirituality in the Workplace 96
and Regulations 81 3-8a Managing Religious Diversity 97
3-4a Pregnancy Discrimination 81
3-9 Managing Other Discrimination Issues 97
3-4b Equal Pay and Pay Equity 81
3-9a National Origin 97
HR COMPETENCIES & APPLICATIONS: Practices 3-9b Immigration Reform and Control Act 98
That Help Reduce the Gender Pay Gap 82 3-9c Language Issues 98
3-4c Managing Sex and Gender Issues 83 3-9d Military Status Protections 99
3-9e Appearance and Weight Discrimination 99
HR HIGHLIGHT: Gender Bias Negatively Impacts
Men Too 85 3-10 Diversity Training 100
3-4d Sexual Orientation 86 3-10a Components of Traditional Diversity
Training 100
3-4e Nepotism 86
3-10b Mixed Results for Diversity Training 100
3-4f Consensual Relationships and Romance
at Work 86 3-10c Improving Diversity Training Efforts 100
3-5 Sexual Harassment 86 Summary 101
3-5a Types of Sexual Harassment 87 Critical Thinking Challenges 101

3-5b Sexual Harassment Causes and Issues 88 Case: Hilton Turns to Veterans to Staff the Ranks 101
3-5c Preventing Sexual Harassment 88 Supplemental Cases: Conflict over an Employee’s
3-6 Disability Discrimination 88 Pregnancy at UPS; Worker Exploitation at Foxconn/
Hon Hai; Keep on Trucking; Mitsubishi Believes in
3-6a Rehabilitation Act 88 EEO—Now; Religious Accommodation? 102
HR COMPETENCIES & APPLICATIONS: Develop End Notes 103
Effective Harassment Training for Your
Employees 89
TA B L E O F C O N T E N T S ix
S E C T I O N 2
Jobs and Labor 109
CHAPTER4 4-5 Implementing Job Analysis 133
Workforce, Jobs, and 4-5a Plan the Job Analysis 134
Job Analysis 110 4-5b Prepare for and Introduce the Job
Analysis 134
HR HEADLINE: Preparing for Industry 4.0 111 4-5c Conduct the Job Analysis 134
4-5d Develop Job Descriptions and Job
4-1 The Workforce Profile 112 Specifications 134
4-1a Important Elements of the Workforce 4-5e Maintain and Update Job Descriptions and
Profile 113 Job Specifications 134
HR COMPETENCIES & APPLICATIONS: 4-6 Job Analysis Methods and Sources 135
Capitalizing on the Graying Workforce 116 4-6a Observation 135
4-6b Interviewing 136
HR PERSPECTIVE: Women Dig Mining 4-6c Questionnaires 136
Careers 118
4-6d O*Net 136
4-6e Sources of Information for Job Analysis 137
4-2 The Nature of Work and Jobs 119
4-2a Technology Transformation 119 4-7 Behavioral and Legal Aspects of Job
4-2b Workflow Analysis 120 Analysis 138
4-2c Job Design/Job Redesign 121 4-7a Current Incumbent Emphasis 138
4-2d Using Contingent Workers as Job Design 121 4-7b “Inflation” of Jobs and Job Titles 138
4-2e Common Approaches to Job Design 122 4-7c Employee and Managerial Concerns 138
4-2f Characteristics of Jobs to Consider in 4-7d Legal Aspects of Job Analysis 139
Design 123
4-2g Using Teams in Job Design 124 HR COMPETENCIES & APPLICATIONS: Writing
Appropriate Job Descriptions 140
HR COMPETENCIES & APPLICATIONS:
Telecommuting in the Global Business 4-8 Job Descriptions and Job
Environment 125 Specifications 141
4-8a Job Descriptions 141
4-3 Designing Flexible Jobs 126 4-8b Job Specifications 141
4-3a Place Flexibility: Telework 127 4-8c Performance Standards 141
4-3b Time Flexibility: Work Scheduling 128 4-8d Job Description Components 141
HR PERSPECTIVE: Flexing on the Front Summary 143

Line 129 Critical Thinking Challenges 143
4-3c Managing Flexible Work 130
Case: Chatting with the HR Chatbot 144
4-3d Flexibility and Work–Life Integration 130
Supplemental Cases: Unilever Jumps on the
4-4 Understanding Job Analysis 131 Flexible Work Bandwagon; Bon Secours Health
4-4a Purposes of Job Analysis 131
Care; The Reluctant Receptionist; Jobs and Work at
R. R. Donnelley; Flexible Work and Success at Best
4-4b Job Analysis Responsibilities 132
Buy 145
4-4c Task-Based Job Analysis 132
4-4d Competency-Based Job Analysis 133
End Notes 145
x TA B L E O F C O N T E N T S
CHAPTER 5 5-7 Managing Retention 174

Individual/Organization Relations 5-7a Retention Assessment and Metrics 174
and Retention 148 HR COMPETENCIES & APPLICATIONS: Conducting
Exit Interviews 176
HR HEADLINE: Starwood Hotels’ Employees
Create Guest Experience 149 5-7b Retention Evaluation and Follow-Up 176
Summary 177
5-1 Individuals at Work 150
5-1a Individual Performance Factors 151 Critical Thinking Challenges 177
5-1b Individual Motivation 152 Case: Giving Time to Get Employees Engaged 178
HR ETHICS: Working with Slackers Hurts Supplemental Cases: Carolina Biological Uses Survey
Motivation 155 to Assess Worker Engagement; The Clothing Store;
Accenture: Retaining for Itself; Alegent Health 178
5-1c Management Implications for Motivating
Individual Performance 155 End Notes 179
5-2 Individual Workers and Organizational

Relationships 156 CHAPTER 6
5-2a Psychological Contract 157 Recruiting High-Quality Talent 182
5-2b Job Satisfaction and Commitment 158 HR HEADLINE: Artificial Intelligence Makes
HR PERSPECTIVE: Getting Engaged at PwC 160 Recruiting Smart 183
5-2c Employee Engagement, Loyalty, and 6-1 Recruiting 184

Organizational Citizenship 161
6-1a Strategic Recruiting and Human Resources
5-2d Organizational Trust 162
Planning 185
HR ETHICS: The Formula for Building
6-2 Strategic Recruiting Decisions 185
Trust 163
6-2a Assigning Responsibility for Recruiting 186
5-3 Employee Absenteeism 163 6-2b Employment Branding and Employer of
Choice 187
5-3a Types of Absenteeism 164
5-3b Controlling Absenteeism 164 HR COMPETENCIES & APPLICATIONS: Manage
5-3c Measuring Absenteeism 165 Your Employment Brand 188
5-4 Employee Turnover 166 6-2c Core versus Flexible Staffing 188
6-2d Recruiting and EEO: Diversity
5-4a Types of Employee Turnover 167
Considerations 190
5-4b Measuring Employee Turnover 168
HR PERSPECTIVE: Companies Recruit Millennials
HR PERSPECTIVE: All Aboard the Retention to Secure Age-Diverse Talent 192
Bus 169
6-3 Understanding Labor Markets 193
5-5 HR Metrics: Determining Turnover Costs 169
6-3a Elements of the Labor Market 193
5-5a Detailing Turnover Cost 170
6-3b Recordkeeping of Applications 194
5-5b Optimal Turnover 170
6-3c Different Labor Markets and Recruiting 195
5-6 Retaining Talent 171
HR COMPETENCIES & APPLICATIONS: Decoding
5-6a Myths and Realities about Retention 171 Military Résumés 196
5-6b Drivers of Retention 171
6-3d Recruiting Source Choices: Internal versus
5-6c Retaining Top Performers 173 External 197
TA B L E O F C O N T E N T S xi
6-4 Technology for Recruiting 197 CHAPTER 7

6-4a Social Media and Networking 197 Selecting Human Resources 220
6-4b Web-Based Recruiting Options 198
HR HEADLINE: Lights . . . Camera . . . Action!
6-4c E-Video and Recruiting 199
Firms Use Tryouts and Auditions to Hire
6-4d Gamification 199
Employees 221
6-4e Legal Issues in Internet Recruiting 200
6-4f Advantages of Using Technology in Recruiting 200 7-1 Selection and Placement 222
6-4g Disadvantages of Using Technology in
7-1a Placement 222
Recruiting 201
7-1b Selection Responsibilities 223
6-5 Internal Recruiting Methods 201
HR PERSPECTIVE: A Focus on Competencies for
6-5a Organizational Databases 202 Strategic Hiring 224
6-5b Job Posting 202
7-1c Selection, Criteria, Predictors, and Job
6-5c Employee-Focused Recruiting 203
Performance 225
HR PERSPECTIVE: Employee Referrals Go 7-1d Reliability and Validity 225
“Social” 204
6-6 External Recruiting Sources 205 Understanding Errors in Selection Decision
Making 227
6-6a Media Sources 205
6-6b Competitive Recruiting Sources 206 7-1e Combining Predictors 229
6-6c Employment Agencies 206 7-2 The Selection Process 230
6-6d Labor Unions 206
7-2a Legal Considerations in Selection 231
6-6e Job Fairs and Creative Recruiting 206
7-2b Applicant Job Interest 231
6-6f Educational Institutions and Recruiting 207
7-2c Pre-Employment Screening 231
6-7 Recruiting Evaluation and Metrics 208 7-2d Applications and Résumés 232
6-7a Evaluating Recruiting Quantity and Quality 208 HR PERSPECTIVE: The Good Housekeeping Seal
6-7b Evaluating Recruiting Satisfaction 209 of Approval? 235
6-7c Evaluating the Time Required to Fill Openings 209
7-2e Security Concerns and Immigration
6-7d Evaluating the Cost of Recruiting 210 Verification 235
6-7e General Recruiting Process Metrics 210
6-7f Improving Recruiting Effectiveness 212 7-3 Selection Testing 236
7-3a Ability Tests 236
Summary 213
7-3b Personality Tests 237
Critical Thinking Challenges 213 7-3c Emotional Intelligence Tests 238
Case: General Electric Hires Marketing Expert to Build 7-3d Honesty and Integrity Tests 239
Employment Brand 214
HR PERSPECTIVE: Behavioral Assessments 240
Supplemental Cases: Finding Employees in the
Customer Database; FedEx’s Independent Contractors: 7-4 Selection Interviews 241
Is the Company Really Recruiting Employees?;
Recruiting at Kia; Northwest State College; Enterprise 7-4a Interview Quality 241
Recruiting 214 7-4b Structured Interviews 242
7-4c Less-Structured Interviews 242
End Notes 215
xii TA B L E O F C O N T E N T S
HR COMPETENCIES & APPLICATIONS: Catching 7-5e Additional Selection Criteria 250

Star Employees 243 7-5f Making the Job Offer 251
7-4d Who Conducts Interviews? 244 7-6 Emerging Challenges and Best Practices 252
7-4e Effective Interviewing 244
7-6a Time to Hire and Related Concerns 252
7-4f Problems in the Interview 246
7-6b Best Practices for Employee Selection 252
7-5 Background Investigations 247 Summary 252
7-5a Negligent Hiring and Retention 247
Critical Thinking Challenges 253
7-5b Legal Constraints on Background
Investigations 247 Case: “To Test, or Not to Test, That Is the Question” for
7-5c Medical Examinations and Inquiries 248 Amtrak, Integra LifeSciences 253
Supplemental Cases: It’s All in the Family; Using Data
HR HIGHLIGHT: Ban-the-Box Legislation Affects
to Enhance Hiring Decisions; Full Disclosure on Sex
Hiring 249 Offenders?; Strategic Selection: A Review of Two
7-5d Previous Employment Checks and Personal Companies; Selecting a Programmer 254
References 249 End Notes 254
S E C T I O N 3
Talent Development 259
CHAPTER 8 8-4 Training Needs Assessment 272
Training Human Resources 260 8-4a Analysis of Training Needs 272
8-4b Establishing Training Objectives and
HR HEADLINE: Patagonia’s Multifaceted Priorities 273
Training Program 261
8-5 Training Design 274
8-1 Organizational Strategy and Training 262 8-5a Learner Characteristics 275
8-1a Strategic Training 263 8-5b Instructional Strategies 276
8-1b Investments in Training 263
8-1c Organizational Competitiveness and
Training a Multigenerational Workforce 277
Training 264
8-5c Training Transfer 278
HR PERSPECTIVE: “3 . . . 2 . . . 1 . . . Lift Off!”
NASA’s Knowledge Management Approach 8-6 Training Delivery 279
Aims for the Stars 266 8-6a Internal Training 281
8-6b External Training 282
8-2 Training and Human Resources 267
8-6c Combination Training Approaches 283
8-2a Legal Issues and Training 267
8-2b Training Categories 268 HR PERSPECTIVE: Building Talent 284
8-2c New Employee Orientation/Onboarding 269
8-7 Technology in Training Delivery 284
8-2d Orientation: Evaluation and Metrics 270
8-7a E-Learning: Online Training 284
8-3 Instructional Systems Design 271 8-7b Simulations and Games 285
TA B L E O F C O N T E N T S xiii
8-7c Mobile Learning 286 9-4 Careers and Career Planning 312
8-7d Pros and Cons of Technology-Supported 9-4a Changing Nature of Careers 312
E-Learning 287
9-4b Organization-Centered Career Planning 312
8-8 Training Evaluation 287 9-4c Individual-Centered Career Planning 314
8-8a Levels of Evaluation 287 9-4d Career Progression Considerations 316
8-8b Training Evaluation Metrics 288 9-4e Career Transitions 318
8-8c Training Evaluation Designs 289 9-5 Common Individual Career Challenges 318
Summary 290 9-5a Technical and Professional Workers 318
Critical Thinking Challenges 290 9-5b Women and Careers 319
Case: Bloomingdale’s Uses Interactive Platform to HR HIGHLIGHT: Talent Management Strategies

Improve Safety Knowledge 291 That Support Women’s Careers 320
Supplemental Cases: Saving Lives through Effective 9-5c Dual-Career Couples 320
Training; Using Performance Support to Improve
Learning; Training Crucial for Hotels; New Payroll 9-6 Developing Human Resources 321
Clerk; Onboarding in the Twenty-First Century 291 9-6a Possible Development Focuses 321
End Notes 292 9-6b Development Needs Analyses 322
HR COMPETENCIES & APPLICATIONS: Leveling

CHAPTER 9 Development Focus 323
Talent, Careers, and
9-7 Talent Development Approaches 324
Development 298
9-7a Job-Site Development Approaches 324
HR HEADLINE: Talent Development Leads to 9-7b Off-Site Development Approaches 325
Success at Hilton Worldwide 299
9-8 Management and Leader Development 326
9-1 Talent Management as Strategy 300 9-8a Problems with Management Development
Efforts 326
9-2 Talent Management in Perspective 301 9-8b Supervisor Development 327
9-8c Leadership Development 328
HR COMPETENCIES & APPLICATIONS: Managing
Talent for Success 302 HR PERSPECTIVE: Playing the Leadership
Game 328
9-2a Talent Management Information Systems
and Technology 303
Summary 330
9-2b Scope of Talent Management 303
9-2c High-Potential Individuals 305 Critical Thinking Challenges 331
Case: Western Union Program Guides Team
HR ETHICS: HiPo or Non-HiPo? 306
Development 331
9-3 Succession Planning 307 Supplemental Cases: Walmart’s Boot Camp for Top
Leaders; Leadership Leverage; Equipping for the Future;
9-3a Succession Planning Process 308
Developed Today, Gone Tomorrow 332
9-3b Succession Planning Decisions 309
9-3c Benefits of Succession Planning 310
End Notes 332
HR COMPETENCIES & APPLICATIONS: Do’s and

Don’ts of Succession Planning 311
xiv TA B L E O F C O N T E N T S
CHAPTER 10 10-4d Self-Ratings 353

Performance Management and 10-4e Outsider/Customer Ratings 353
10-4f Multisource/360-Degree Rating 354
Appraisal 338
HR ETHICS: Building Ethics with Multisource
HR HEADLINE: Improving the Health of Appraisals and Coaching 355
Performance Management at JBS United 339
10-5 Methods for Appraising Performance 356
10-1 The Nature of Performance Management 340
10-5a Graphic Rating Scales 356
10-1a Global Cultural Differences in Performance
10-5b Comparative Methods 358
Management 341
10-5c Narrative Methods 360
10-1b Performance-Focused Organizational Cultures 341
10-5d Goal Setting and Management by Objectives 360
HR COMPETENCIES & APPLICATIONS: SHRM
Develops Recommended Performance
Mentorships Require Dynamic Goal Setting 361
Management Standard 342
10-5e Combinations of Methods 362
10-2 Identifying and Measuring Employee
Performance 343 10-6 Training Managers and Employees in
Performance Appraisal 362
HR PERSPECTIVE: Exposing Dead Wood 344 10-6a Rater Errors 363
10-2a Types of Performance Information 345
10-7 Appraisal Feedback 364
10-2b Performance Standards 346
10-7a The Appraisal Discussion 364
10-3 Performance Appraisals 347 10-7b Reactions of Managers and Employees 364
10-3a Uses of Performance Appraisals 348 10-7c Effective Performance Management 365
10-3b Performance Appraisals and Ethics 350 10-7d Performance Management 2.0 365
10-3c Decisions about the Performance Appraisal Summary 366
Process 350
10-3d Legal Concerns and Performance Critical Thinking Challenges 366
Appraisals 351 Case: Deloitte Revolutionizes Performance
Management 367
HR COMPETENCIES & APPLICATIONS: Elements
of a Legal Performance Appraisal System 351 Supplemental Cases: Microsoft Jettisons Stack
Rankings; Performance Management at Netflix;
10-4 Who Conducts Appraisals? 352 Performance Management Improvements for
Bristol-Myers Squibb; Building Performance
10-4a Supervisory Ratings of Subordinates 352 through Employee Participation; Unequal/Equal
10-4b Employee Ratings of Managers 352 Supervisors 368
10-4c Team/Peer Ratings 353 End Notes 368
TA B L E O F C O N T E N T S xv
S E C T I O N 4
Compensation 371
CHAPTER 11 11-5c Pay Surveys 391
Total Rewards and 11-6 Pay Structures 392
Compensation 372 11-6a Pay Grades 392
11-6b Pay Ranges 393
HR HEADLINE: GoDaddy Go! 373
11-6c Individual Pay 394
11-1 Nature of Total Rewards and 11-7 Determining Pay Increases 395
Compensation 374
11-7a Performance-Based Increases 395
11-1a Components of Compensation 375
11-7b Standardized Pay Adjustments 396
11-2 Laws Governing Compensation 376 11-7c Compensation Challenges 397
11-2a Fair Labor Standards Act 376 11-8 Variable Pay 397
11-2b Pay Equity Laws 379
11-8a Effective Variable Pay 399
11-2c Independent Contractor Regulations 379
11-8b Three Levels of Variable Pay 400
11-2d Pay for Internships 380
11-8c Individual Incentives 400
HR ETHICS: To Pay or Not to Pay? 380
11-2e Additional Laws Affecting Tracking Time and Motion 401
Compensation 381
11-8d Team Incentives 402
11-3 Strategic Compensation Decisions 381
HR COMPETENCIES & APPLICATIONS: Getting
11-3a Organizational Climate and Compensation
Free Riders off the Train 403
Philosophies 381
11-3b Communicating Pay Philosophy 382 11-8e Organizational Incentives 404
11-3c Administrative Responsibilities 382 11-9 Special Pay Situations 404
11-4 Compensation System Design Issues 383 11-9a Sales Compensation 405
11-4a Motivation Theories and Compensation 11-9b Executive Compensation 405
Philosophies 383
11-10
Human Resource Metrics and
11-4b Compensation Fairness and Equity 384
Compensation 405
11-4c Market Competitive Compensation 385
Summary 406
HR COMPETENCIES & APPLICATIONS: Is It
Better to Know? 386 Critical Thinking Challenges 407
11-4d Competency-Based Pay 388 Case: Should Private-Sector Employees Get
11-4e Global Compensation Issues 388 Compensatory Time? 407
Supplemental Cases: Establishing Pay at United
11-5 Developing a Base Pay System 388 Grinding Technologies Incorporated; Want to
11-5a Job Evaluation Methods 389 Earn a Bonus? Work for Uncle Sam; Is the FLSA
11-5b Market Pricing 390 a Dinosaur?; Pay for Performance Enhances
Employee Management at Scripps Health; Best Buy
HR COMPETENCIES & APPLICATIONS: Point Pays Big Bucks for CEO; Sodexo Incentives 408
Factor Example 390 End Notes 408
xvi TA B L E O F C O N T E N T S
CHAPTER 12 12-7b Health Care Reform Legislation 430

Managing Employee Benefits 412 12-7c Employer-Sponsored Plans 431
12-7d Controlling Health Care Benefit Costs 432
HR HEADLINE: Thinking Outside of the Box 413 12-7e Wellness Initiatives and Other Innovative
Health Care Programs 433
12-1 Benefits and HR Strategy 415 12-7f Health Care Legislation 434
12-1a Benefits as a Competitive Advantage 415
HR COMPETENCIES & APPLICATIONS: Well-Being
12-1b Tax-Favored Status of Benefits 416
Leads to Higher Productivity 435
HR COMPETENCIES & APPLICATIONS: Gross-Up 12-7g Dental and Vision Coverage 436
Pay Calculation 416
12-8 Financial Benefits 436
12-1c Global Benefits 417
12-1d Public-Sector Benefits 417 12-8a Insurance Benefits 436
12-1e Types of Benefits 417 12-8b Financial Services 437
12-8c Education Assistance 437
12-2 Managing Benefits 418
HR PERSPECTIVE: Cooking Up Financial
12-2a Benefits Design 418
Health 438
12-3 Benefits Administration, Technology, 12-8d Severance Pay 439
and Communication 420
12-9 Family-Oriented Benefits 439
12-3a Benefits Measurement 421
12-3b Benefit Cost Control 422 12-9a Family and Medical Leave Act 439
12-3c Benefit Communication 422 12-9b Family-Care Benefits 440
12-4 Legally Required Benefits 423 12-10 Paid-Time-Off Benefits 441

12-4a Social Security and Medicare 423 12-10a Vacation Pay 441
12-4b Workers’ Compensation 423 HR PERSPECTIVE: Banking on Maternity
HR COMPETENCIES & APPLICATIONS: “One Assistance 442
Toke over the Line”—No Coverage for Medical 12-10b Holiday Pay 442
Marijuana 424 12-10c Leaves of Absence 443
12-4c Unemployment Compensation 425 12-10d Paid-Time-Off Plans 443
12-4d Additional Legally Required Benefits 425 12-10e Employee-Paid Group Benefits 443
12-5 Retirement Benefits 425 Summary 444
12-5a Retirement Plan Concepts 426 Critical Thinking Challenges 444

12-5b Retirement Plans 427 Case: The City in Red 445
12-6 Legal Regulation of Retirement Benefits 429 Supplemental Cases: Limited Caps Technology to
Communicate Benefits; Creative Benefits Tie Employees
12-6a Employee Retirement Income Security Act 429 to the Company; Delivering Benefits; Benefiting
12-6b Retirement Benefits and Age Discrimination 429 Connie; Strategic Benefits at KPMG Canada 445
12-7 Health Care Benefits 430 End Notes 446
12-7a Increases in Health Benefit Costs 430
TA B L E O F C O N T E N T S xvii
S E C T I O N 5
Employee Relations and Global Human
Resource Management 451
CHAPTER 13 13-4b Emotional/Mental Health 473
Risk Management 13-4c Stress and Burnout 474
13-4d Smoking at Work 474
and Worker Protection 452
13-4e Health Promotion 475
HR HEADLINE: Industries Pushed Around by
13-5 Workplace Security Concerns 476
Workplace Bullying 453
13-5a Security Management 477
13-1 Safety and Health Regulations 455 13-5b Employee Screening and Selection 477
13-1a Workers’ Compensation 455 HR COMPETENCIES & APPLICATIONS:
13-1b Americans with Disabilities Act and Dangers of BYOD 478
Safety Issues 457
13-1c Child Labor Laws 457 13-5c Security Personnel 478
13-1d Legal Issues Related to Work 13-5d Workplace Violence 479
Assignments 457 13-6 Disaster Preparation and Recovery
HR ETHICS: What Is the Real Cost of Your Planning 481
iPhone? 459 13-6a Disaster Planning 482
13-2 Occupational Safety and Health Act 460 Summary 483
13-2a OSHA Enforcement Actions and Results 460 Critical Thinking Challenges 484
13-2b Workplace Safety Standards 462 Case: Companies Partner to Promote Active
13-2c OSHA Recordkeeping Requirements 463 Work Cultures 484
13-2d OSHA Inspections 465 Supplemental Cases: Building a Culture of
Safety; Wellness Programs Help the Bottom
13-3 Safety Management 466
Line; Data Security; What’s Happened to Bob?;
13-3a Organizational Commitment to Safety 467 Communicating Safety and Health Success 485
13-3b Safety Policies, Discipline, and End Notes 485
Recordkeeping 467
13-3c Safety Training and Communication 467
13-3d Effective Safety Committees 467 CHAPTER 14
13-3e Inspection, Investigation, and Employee Rights
Evaluation 468
and Responsibilities 492
13-3f Accident Reduction Using Ergonomics 468
13-3g Approaches for Effective Safety HR HEADLINE: Google Fires Employee over
Management 469 Diversity Memo 493
13-3h Measuring Safety Efforts 470
14-1 Employer and Employee Rights
13-4 Employee Health and Wellness 470 and Responsibilities 494
13-4a Substance Abuse 470 14-1a Contractual Rights 495
HR COMPETENCIES & APPLICATIONS: HR PERSPECTIVE: Building Cars by Building
Calculating Incidence Rates 471 Workers 496
xviii TA B L E O F C O N T E N T S
14-1b Implied Contracts 497 Case: Fidelity Deals with Workplace Bullying
and Harassment 524
14-2 Rights Affecting the Employment
Relationship 498 Supplemental Cases: How Special Is That Sandwich?;
Dealing with Workplace Bullying; George Faces
14-2a Employment at Will 498 Challenges; Employer Liable for “Appearance
14-2b Just Cause 499 Actions” 524
14-2c Due Process 500
End Notes 525
14-2d Organizational Justice 500
14-2e Alternative Dispute Resolution 502
CHAPTER 15
HR COMPETENCIES & APPLICATIONS: Setting Up
Union–Management Relations 530
an Alternative Dispute Resolution Process 503
HR HEADLINE: Whole Foods Must Ditch
14-3 Managing Individual Employee and Employer Its No-Recording at Work Policy 531
Rights Issues 504
14-3a Privacy Rights and Employee Records 504 15-1 Perspectives on Unionization 532
14-3b Employees’ Free Speech Rights 505 15-1a Why Employees Unionize 532
14-3c Technology and Employer–Employee Issues 506 15-1b Why Employers Resist Unions 533
14-3d Employee Rights and Personal Behavior
Issues 508 15-2 Union Membership in the United States 534
15-2a Reasons for U.S. Union Membership
14-4 Balancing Employer Security and Employee Long-Term Decline 535
Rights 509
15-2b Public-Sector Unionism 538
14-4a Workplace Monitoring 509 15-2c Unions Fighting for Survival 538
HR COMPETENCIES & APPLICATIONS: Caught in 15-3 U.S. Labor Laws 539
the Crosshairs 510 15-3a Early Labor Legislation 540
14-4b Employer Investigations 511 15-3b Wagner Act (National Labor Relations Act) 540
15-3c Taft-Hartley Act (Labor Management
HR ETHICS: Is Somebody Out There
Relations Act) 541
Watching Me? 511
HR COMPETENCIES & APPLICATIONS: Unfair
14-5 Human Resource Policies, Procedures, Labor Practices 542
and Rules 514
15-3d Landrum-Griffin Act (Labor Management
14-5a Employee Handbooks 515 Reporting and Disclosure Act) 544
14-5b Communicating Human Resource 15-3e Significant NLRB Activities
Information 516 and Rulings 544
HR COMPETENCIES & APPLICATIONS: Taking Your 15-4 The Union Organizing Process 546
Handbook Online 517
15-4a Organizing Campaign 546
15-4b Authorization Cards 548
14-6 Employee Discipline 518
15-4c Representation Election 548
14-6a Effective Discipline 518
14-6b Approaches to Discipline 519 HR COMPETENCIES & APPLICATIONS:
14-6c Challenges in Employee Discipline 520 Unionization Do’s and Don’ts 550
14-6d Termination: The Final Disciplinary Step 521 15-4d Certification and Decertification 550
Summary 523 15-4e Contract Negotiation (Collective
Bargaining) 551
TA B L E O F C O N T E N T S xix
15-5 Collective Bargaining Issues 551 HR HIGHLIGHT: Driving a Revolution 574

15-5a Management Rights 551 16-2b International Orientations 574
15-5b Union Security 552 16-2c Global Business Approaches 575
15-5c Classification of Bargaining Issues 552 16-2d Managing Across Cultures 577
15-6 Collective Bargaining Process 553 HR ETHICS: Worked to Death 578

15-6a Preparation and Initial Demands 553 16-2e Global Human Resource Management 578
15-6b Continuing Negotiations 554
16-3 Global Staffing Strategies 579
15-6c Settlement and Contract Agreement 554
16-3a Types of Global Employees 579
15-6d Bargaining Impasse 555
16-3b Global Labor Markets 580
15-6e Strikes and Lockouts 555
HR PERSPECTIVE: Labor Agreement Takes 16-4 Compensation in a Global Organization 581

Flight 556
HR COMPETENCIES & APPLICATIONS: Latin
15-6f Trends in Union−Management Negotiations 557 American Firms Face Staffing Problems 582
15-7 Union−Management Cooperation 557 16-4a Pay around the World 582
16-4b Global Variable Pay 584
15-7a Employee-Involvement Programs 557
16-4c Compensation for International
15-7b Unions and Employee Ownership 558
Assignments 584
15-8 Resolving Disputes 558
HR COMPETENCIES & APPLICATIONS: Variable
15-8a Grievance Procedures 558 Pay around the World 585
15-8b Steps in a Grievance Procedure 559
16-4d Employee Benefits around the World 585
Summary 560
16-5 Global Employee and Labor Relations 587
16-5a Unions in the Global Arena 587
Case: Interest in Student Unionization on the Rise 561 16-5b International Union Issues 587
Supplemental Cases: Driving Away the UAW; Teamsters 16-5c Global Labor Organizations 588
and the Fraternal Order of Police (FOP); The Wilson 16-5d The United States and Global Differences 589
County Hospital; Walmart and Union Prevention 562
16-6 Global Talent Development 589
End Notes 562
16-6a Global Assignment Training 589
16-6b Global Leadership Development 590
CHAPTER 16
HR COMPETENCIES & APPLICATIONS: Assessing
Global Human Resource Cultural Competence 591
Management 568
16-6c Global Career Concerns 592
HR HEADLINE: Big, Bigger, Biggest 569
Summary 593
16-1 Managing in a Global Context 570 Critical Thinking Challenges 593
16-1a Economic Interdependence 570 Case: Winning at Carlsberg 594
16-1b Global and Regional Alliances 571 End Notes 595
16-1c Population & Demographic Trends 572
16-2 Becoming a Global Company 573

16-2a Reasons for Global Expansion 573
xx TA B L E O F C O N T E N T S
APPENDIX A APPENDIX E
Sample HR-Related Job Descriptions Uniform Guidelines on Employee
and Job Specifications 599 Selection 613
APPENDIX B APPENDIX F
PHR® and SPHR®
Exam Eligibility Pre-Employment Inquiries 617
Requirements 601
APPENDIX G
APPENDIX C Equal Employment Opportunity
Human Resource Management Enforcement 619
Resources 607
Glossary 623
APPENDIX D Author Index 632
Major Federal Equal
Subject Index 639
Employment Opportunity Laws
and Regulations 611
PREFACE
In comparing the sixteenth edition of Human Resource Management with the first edition, the
evolution that has occurred in the HR field is very apparent. Because we have carefully researched
and recorded the changes in this book, we are told it has become the leader in both the academic
and professional segments of the market. The book is a longtime standard in HR classes, and the
authors are very gratified that their efforts are appreciated by so many.
While developing this text, we paid close attention to presenting information at an appropri-
ate reading level and length, using many practical examples, and offering other learning d evices
to make the book more “student friendly.” It is also worth noting that the authors have all r eceived
teaching and/or research awards, which illustrates knowledge of what it takes to effectively com-
municate the latest HR information both orally and in written form.
Casual comments from colleagues reveal a lack of clarity about how one successfully revises
a textbook in a field that changes as rapidly as Human Resources. There are many hundreds of
articles in the academic and professional literatures that have appeared in the three years since
our last book was researched. When business examples from the Wall Street Journal, Bloomberg
Businessweek, HR Magazine, and other trade publications are added, the number is staggering.
These articles, as well as the themes that appear in them, represent the changing nature of the
subject matter in HR and supplement the overall knowledge of the field. Consequently, this in-
formation must be added to a university text that effectively summarizes key HR issues. This
book has provided a comprehensive overview of the HR profession for many editions, and it has
successfully done that again in this current edition. You can be confident it contains the most
current content that reflects the current HR practices used in organizations.
The field of HR management is different from some other areas of business. There is a definite
academic/research side that explores new theories and knowledge, but HR has a more professional/
applied side as well. Just ask leaders who deal with HR issues on a daily basis. This text focuses on
both sides of the HR field, which has resulted in the book being used by many individuals to prepare
for certification in the HR profession. Our approach has always been that both perspectives are very
important in understanding the field, and this strategy is continued in the sixteenth edition.
The Sixteenth Edition

HR takes place in an environment that changes rapidly and impacts practice, resulting in nec-
essary changes to the book being recognized between editions. The sixteenth edition identifies
these changes and explains how they are being managed in the field. A few of the most significant
characteristics of the sixteenth edition are detailed next. This new edition also contains a number
of other positive content attributes that have been carried forward from previous editions, and
you will find them throughout the text.
Global Human Resource Management

Business is global in scope and practice, a reality that has dramatically changed the HR profes-
sion over the years. Offshoring, global mergers and acquisitions, and cultural differences rep-
resent some of the issues that HR departments face. The sixteenth edition includes a chapter
dedicated exclusively to the global opportunities and challenges that exist within the field of HR.
In addition, various global topics are investigated to provide additional coverage of international
HR concerns in this textbook. Global material is highlighted with a “global” icon.
Compensation Chapter Consolidation

To more efficiently present topics related to essential compensation issues, we combined two
previous chapters on pay into one more succinct chapter on compensation. This streamlined
xxi
xxii PREFACE
approach to compensation focuses on the issues that are most likely relevant to the new HR prac-
titioner or line manager.
“What’s Trending” Chapter sections

Human resource management is a complex field, so highlighting all the current trends can be
difficult. However, there are a number of issues that are currently affecting organizations, par-
ticularly with regard to how they manage people at work. Employees are expected to have the
proper knowledge, skills, and abilities to perform in a workplace that has many challenges and
new expectations, which requires organizations to implement practices that help employees get
better at what they do and perform well. Each chapter provides an overview of the current trends
pertaining to the particular topics explored.
HR Highlight Feature
A new HR Highlight feature appears in the sixteenth edition that explores topical HR issues in
the profession. This feature focuses on generalized subject matter not specifically tied to compa-
nies, making the content different from the HR Perspective and HR Competencies & Applica-
tions features that have been mainstays in this textbook over many editions. The HR Highlight
feature instead introduces specific topics that require concerted intervention on the part of HR
professionals, as well as the development of sound organizational practices by HR departments.
HR Ethics
The study of ethics is emphasized in the academic business community, and HR is a fertile area
for the practical application of ethics material. The potential for unethical dealings in compen-
sation, staffing, Equal Employment Opportunity (EEO), and other areas is significant and prob-
lematic. At a minimum, investigation of these issues can provide a basis for discussion of HR
ethics in the classroom, hopefully leading to greater consideration of ethical challenges in the HR
profession. There is an HR “ethics” icon where HR ethics issues are covered.
Measuring HR Effectiveness, Strategy, and Leadership

The trend toward holding HR groups accountable for corporate performance has expanded, g iving
HR professionals a “seat at the strategic table.” The days when HR managers could be successful be-
cause “they just love working with people” are long gone. HR leaders must be effective leaders who
effectively shape the strategic direction of organizations. Benchmarking, metrics, and now analytics
are a part of the analysis of how well HR is doing its job. The sixteenth edition uses a “metrics” icon
to indicate where material on measuring HR is covered throughout the book. In addition, new
“strategy” and “leadership” icons are included in various chapters to highlight where these topical
areas are covered. Such attention to measurement, strategy, and leadership is welcome, as it docu-
ments how HR shapes and contributes to organizational goals in tangible ways.
Organization of the book

• Each chapter opens with a new “HR Headline” designed to introduce chapter material with
a real company dilemma or problem. Learning objectives are provided at the beginning of
each chapter.
• The latest trends and cutting-edge practices are highlighted at the beginning of each chapter
in the “What’s Trending” feature.
• Chapters contain a mix of four boxed features designed to convey different types of content:
HR Perspective sections provide real examples of how companies deal with the issue covered.
HR Competencies &Applications provide a “how to do it” view of the material based on key
competencies identified in many professional models of HR. HR Ethics features highlight
PREFACE xxiii
some of the ethical issues encountered in the profession. Finally, HR Highlight features
navigate current issues in the field of HR.
• Each chapter ends with a point-by-point “Summary.”
• The “Critical Thinking Challenges” at the end of each chapter provide questions and
exercises that allow readers to apply what has been learned in each chapter.
• New in-depth end-of-chapter cases showcase HR innovations in current organizations and
present readers with a chance to critically assess the effectiveness of innovative people practices.
Material is organized around five sections:
• The Environment of Human Resource Management
• Jobs and Labor
• Talent Development
• Compensation
• Employee Relations and Global Human Resource Management
This edition presents both the continuity and changes occurring within human resource
management. The chapters in each section will be highlighted next, along with some of the topics
explored in each chapter.
Section One: The Environment of Human Resource Management

Section One contains chapters emphasizing the changing environment in which HR operates, as
well as how HR can effectively adapt. Chapter 1 explains why HR is needed and how employees
can function as key assets for an organization. Basic HR functions and current HR challenges
are covered, and ethics and HR as a career field are discussed. Different HR competencies that
are important in the profession are also explored in this edition. Chapter 2 discusses two pri-
mary ways of dealing with the changing environment—strategy and HR planning. The strategic
planning process and HR’s role in it are covered. A process for conducting HR planning is iden-
tified, including environmental analysis, assessing internal and external labor markets, and man-
aging imbalances. The chapter also covers HR metrics and analytics and presents benchmarking
and balanced scorecard processes. Good and bad strategy distinctions, HR analytics, and the
HR audit are among topics investigated. Chapter 3 deals with the EEO environment, including
legal requirements and concepts. This comprehensive chapter also investigates the challenges
presented by EEO issues. Gender inequity in compensation, discrimination based on sexual ori-
entation, and religious discrimination/accommodation are discussed.
Section Two: Jobs and Labor

Section Two looks at people, the jobs they do, and how to bring these two factors together for the
purposes of accomplishing work requirements. Chapter 4 profiles the U.S. workforce participation
rates and skills gaps, before turning to the nature of jobs, including job design and redesign, flexi-
bility, telework, and work–life balance. The chapter then presents the most comprehensive coverage
of job analysis available in a basic HR text. Treatment of the workforce is also covered, as is pre-
sentation of jobs and flexible work opportunities. Chapter 5 investigates the individual–organiza-
tional relationship and retention. Individual performance factors, including a very brief summary
of the leading work motivation ideas and the psychological contract, are identified. Absenteeism
and turnover, including measurement issues, are covered. The discussion then turns to retaining
employees and the available management options for improving retention. The focus on individual
performance factors is emphasized, as is employee engagement, loyalty, and drivers of retention for
high-performing employees. Chapter 6 considers labor markets and recruiting. Online recruiting
and the other common recruiting methods are examined, and this information is followed by a
comprehensive look at measuring the success of recruiting. Recruiting and employer ethics and
the use of technology and social media in recruiting are expanded. Chapter 7 looks at placement,
selection testing, interviewing, and background investigations, among other topics. The concept of
person/environment fit as part of the selection and placement processes is also presented.
xxiv PREFACE
Section Three: Talent Development

Section Three considers bringing people along in their careers in organizations through training,
talent management, and career and performance management. Chapter 8 explores different poten-
tial strategies for training in the organization. A comprehensive model of the training process leads
ultimately to training delivery and evaluation. Issues associated with sales training, the expansion
of e-learning (online training) and m-learning (using mobile devices) based on new research, and
the increased use of simulation and games in training are also covered. Chapter 9 looks at talent
management, leadership development, succession planning, and career issues, topics that have
been very much in the literature since the last edition. This is reflected through the entire chapter,
with special emphasis on integrating talent management into the organization’s strategy and ideas
for keeping high performers invested in their jobs. Chapter 10 considers identifying and measuring
employee performance. Performance appraisal with all its pros and cons is covered, as well as hints
for the appraisal interview. In this edition, various issues surrounding performance appraisal are
reviewed, and the voluminous new literature in performance has been reviewed and integrated.
Section Four: Compensation

Section Four summarizes compensation, incentives, and benefits. Chapter 11 introduces basic
compensation, incentive pay programs, total rewards, and the development of a pay system.
This edition covers strategic compensation decisions, linkage of pay to motivation theories, and
current compensation challenges, including gender parity and variable pay options. Chapter 12
explains the different types of benefits that organizations offer, as well as how to effectively
administer and manage these benefits so that employees are satisfied. New or expanded content
includes international benefits, the Patient Protection and Affordable Care Act, outsourcing
benefit administration, and technology-driven, self-service benefits administration.
Section Five: Employee Relations and Global Human Resource

Management
Section Five covers risk and safety, employee rights and responsibilities, unions, and global HR. Chap-
ter 13 looks at threats to the well-being of both organizations and employees. OSHA, legal require-
ments for well-being, safety management, and security concerns are specified. Expanded discussions
of medical marijuana, counterproductive employee behaviors, and drug testing are provided. Chapter
14 looks at rights existing in the employment agreement, including privacy rights, workplace monitor-
ing, investigations, and discipline. This edition also covers alternative dispute-resolution techniques,
as well as employee rights and ethical issues. Chapter 15 evaluates the union-management relationship
through labor laws, history, collective bargaining, and grievance management. Material on politics
and unionization, changes in union membership, and union tactics is also presented. Finally, Chapter
16 explores global issues in the HR profession. Particular emphasis is placed on the various opportu-
nities and challenges that HR practitioners face when they manage others in international contexts.
Appendices
To keep the chapters sized appropriately, yet provide additional specific information, the book
contains seven appendices. These provide HR job descriptions, details on the PHR® and SPHR®
Bodies of Knowledge/competence for HR certification, HR literature, EEO laws, Uniform Guide-
lines, illegal preemployment inquires, and EEO enforcement.
Supplements
Instructor’s Resource Website
The Instructor’s Resource website puts all of the core resources in one place. The website con-
tains the Instructor’s Manual, Test Bank, and PowerPoint presentation slides.
PREFACE xxv
• Instructor’s Manual: The Instructor’s Manual represents one of the most exciting and useful aids
available. Comprehensive teaching materials are provided for each chapter—including overviews;
outlines; instructor’s notes; suggested answers to end-of-chapter Critical Thinking Challenges;
suggested questions for the “HR Headline,” “HR Perspective,” “HR Ethics,” “HR Competencies
& Applications,” and “HR Highlight” features; suggested answers to the end-of-chapter case
questions; and suggested questions and comments on the supplemental cases for each chapter.
• Cognero Test Bank: The test bank contains more than 1,600 questions, including multiple-
choice, true/false, and essay questions. Questions are additionally identified by type—
definition, application, and analytical—and also include AACSB tags for general (NATIONAL)
and topic-specific (LOCAL) designations.
• PowerPoint Slide Presentation: The PowerPoint presentation contains approximately 400 slides
to aid in class lectures.
MindTap
MindTap is the digital learning solution that helps instructors engage students and relate HR manage-
ment concepts to their lives. Through interactive assignments, students connect HR management con-
cepts to real-world organizations and say how managers should perform in given situations. F inally,
all activities are designed to teach students to problem-solve and think like management leaders.
Through these activities, real-time course analytics, and an accessible reader, MindTap helps you turn
cookie cutter into cutting edge, apathy into engagement, and memorizers into h igher-level thinkers.
Acknowledgments
The success of each edition of Human Resource Management can largely be attributed to our
reviewers, who have generously offered both suggestions for improvements and new ideas for the
text. We sincerely thank the following reviewers:
Deloris Oliver LeMoyne-Owen College

David F. Orf Webster University
Vallari Chandna University of Wisconsin-Green Bay
Clare A Francis University of North Dakota
Kathleen Jones University of North Dakota
Dr. Sheri Bias Saint Leo University
Dr. Dave Calland Liberty University
LCDR Thomas R. Kelley, USN, Ret. Averett University
Robert W. Sopo Carnegie Mellon University
A. Eads Texas A&M University-Central Texas
The authors also wish to thank the publishing team at Cengage Learning: Bryan Gambrel,
Product Director; Mike Giffen, Product Manager; Kim Kusnerak, Content Manager; Jennifer
Ziegler, Project Manager, Production Vendor Management; and Anubhav Kaushal, Project Manager
(at Lumina Datamatics).
As the authors, we are confident the sixteenth edition of Human Resource Management will
continue to set the standard for the Human Resource field. As the users of the text, we certainly
hope you agree.
Sean R. Valentine
Patricia A. Meglich, SPHR, SHRM-SCP
Robert L. Mathis, SPHR
John H. Jackson
ABOUT THE AUTHORS
Sean R. Valentine Dr. Sean R. Valentine is Professor of Management and the Robert Page
Endowed Professor of Leadership and Ethics at the University of North Dakota. Originally
from Texas, he received a BS in Management/Human Resources from Park University; a
BS in Hotel, Restaurant, and Tourism Management from New Mexico State University; an
MBA in Business Administration from Texas State University; and a DBA in Management
from Louisiana Tech University. He was employed in the hospitality industry for many years
and was an officer in the Army National Guard. During his academic career, Dr. Valentine
published more than 75 articles in journals such as Human Resource Management, Human
Relations, Human Resource Development Quarterly, Employee Responsibilities and Rights Jour-
nal, Journal of Business Research, Journal of Business Ethics, Journal of Personal Selling & Sales
Management, Contemporary Accounting Research, and Behavioral Research in Accounting. His
primary research and teaching interests include human resource management, business eth-
ics, and organizational behavior, and he has received numerous awards and other recognition
for his work. He also has consulted with a variety of organizations on different business mat-
ters, including workplace incivility, business ethics, and customer service.
Patricia A. Meglich Dr. Patricia A. Meglich is Associate Professor of Management at the
University of Nebraska at Omaha. Born and raised in Ohio, she earned her BSBA from Bowl-
ing Green State University, MBA from Cleveland State University, and PhD from Kent State
University. Prior to entering academia, she spent 20 years as the human resources director for
an automotive supplier, where she designed and implemented talent management programs
and participated in numerous acquisitions and business process reengineering initiatives.
Dr. Meglich was active in professional activities with SHRM and was awarded the national
SHRM Award for Professional Excellence. She is certified SPHR and SHRM-SCP. She has
published numerous articles in scholarly journals such as Employee Rights and Responsibili-
ties, Journal of Leadership and Organizational Studies, and the P ersonnel Review. She has de-
veloped several learning modules and course materials for SHRM and has received a number
of teaching awards at UNO. She serves as a visiting professor at the University of Ljubljana
(Slovenia) and the Management Center of Innsbruck (Austria). She is committed to bridging
research to the practice of HR and ensuring that HR professionals have the timely, relevant
information that is needed to successfully lead their organizations to success.
Robert L. Mathis Dr. Robert L. Mathis is Professor Emeritus of Management at the
University of Nebraska at Omaha (UNO). He received his BBA and MBA from Texas Tech
University and PhD in Management and Organization from the University of Colorado.
At UNO, he received the Excellence in Teaching award. Dr. Mathis has coauthored several
books and published numerous articles covering a variety of topics. He also held national
offices in the Society for Human Resource Management (SHRM) and served as president
of the Human Resource Certification Institute (HRCI). He is certified as a Senior Profes-
sional in Human Resources (SPHR) by HRCI.
John H. Jackson Dr. John H. Jackson is Professor Emeritus of Management at the University
of Wyoming. Born in Alaska, he received his BBA and MBA from Texas Tech University.
He worked in the telecommunications industry in human resources management for sev-
eral years before completing his PhD in Management and Organization at the University of
Colorado. During his academic career, Dr. Jackson authored six other college texts and more
than 50 articles and papers, including those appearing in Academy of Management Review,
Journal of Management, Human Resource Management, and Human Resources Planning. He
has consulted with a variety of organizations on HR and management development matters
and has served as an expert witness in a number of HR-related cases. At the University of
Wyoming, he served four terms as department head in the Department of Management and
Marketing. Dr. Jackson received the university’s highest teaching award and has been rec-
ognized for his work with two-way interactive television for MBA students. Two Wyoming
governors have appointed him to the Wyoming Business Council and the Workforce Devel-
opment Council. Dr. Jackson serves as president of Silverwood Ranches, Inc.
xxvi
S E C T I O N
1
CHAPTER 1
Human Resource
Management in
Organizations
CHAPTER 2
Human Resource Strategy
and Planning The
CHAPTER 3
Equal Employment Environment
of Human
Opportunity
Resource
Management
SECTION 1 SECTION 2 SECTION 3 SECTION 4 SECTION 5
The Environment Jobs and Talent Compensation 371 Employee
of Human Resource Labor 109 Development 259 Relations and
Management 1 Global HRM 451
C H A P T E R
Human Resource
1 Management in
Organizations
Learning Objectives
After you have read this
chapter, you should be WHAT’S TRENDING IN
able to: HUMAN RESOURCE MANAGEMENT
LO1 Understand human There are a number of current HR trends that affect how companies manage people
resource management at work. Employees are expected to have the proper knowledge, skills, and abili-
and define human ties (KSAs) to perform in an environment that presents constant changes and new
capital. expectations. This requires HR professionals to be at the top of their game when it
LO2 Identify how human comes to developing policies that help people get better at what they do. Here are
resource management some issues that are currently trending in HR:
and employees can be
core competencies for 1. The rapidly changing workplace focuses HR efforts on the development of
organizations. human capital factors that address organizational needs (e.g., productivity,
LO3 Name the seven customer service, quality, and innovation). Once employees are developed, they
categories of HR need to be placed in the proper jobs with positive work cultures that enable them
functions. to effectively use their talents.
LO4 Provide an overview 2. Globalization and workforce diversity present a number of ways for individual
of four challenges differences to help companies. However, challenges associated with the proper
facing HR today. placement of employees and the development of positive HR policies in diverse
LO5 Explain how environments are common.
ethical issues in 3. Technology is viewed as a key means to an end when it comes to managing hu-
organizations affect man resources. Increased social media, online interactions, and the use of soft-
HR management. ware to manage traditional HR functions can enhance how individuals interact
LO6 Explain the key with their employers, supervisors, and coworkers.
competencies needed 4. The importance of ethics policies, social responsibility, and sustainable prac-
by HR professionals tices has never been greater. Misconduct in organizations has raised the profile
and why certification of organizational culture and sound HR practices to ensure appropriate work-
is important. place behavior. Developing an ethical culture, providing ethics training, and
encouraging employees to report offenses are all ways that HR leaders can help
improve business ethics.
HR HR HEADLINE
Cool Commitment Cool

Commitment at
HEADLINE at Igloo Igloo 3
M
ost people would easily recognize the red and white HR PERSPECTIVE
Playmate coolers as the signature product of Igloo brand. Transforming

What is not so obvious is the commitment of the employees HR at Popeyes
who design and produce the Igloo line of products. Competitors in the Louisiana
industry can purchase the same technology used at Igloo and might
Kitchen 6
be able to duplicate its process. But, Igloo achieves its competitive HR COMPETENCIES & APPLICATIONS
advantage through the contribution of its employees. Engagement Building Healthy

surveys show that 93 percent of the company’s associates believe that Organizations 12
they do their best every day and are happy to learn new tasks. This
is a remarkable result in light of national statistics showing that only HR ETHICS
15 percent of employees are actively engaged with their work. HR Keeps

The CEO, Mark Parrish, has been intentional about creating an or- Organization
ganization where all associates feel committed to a larger purpose. He on Straight and
adopted a servant leadership approach that focuses on building trust,
Narrow 23
withholding judgment, creating a dialogue, empowering employees,
and instituting a culture of collective success. The company measures
that collective success in four areas (in this order): people, quality, ser-
vice, and cost. All financial and human capital decisions are based on
those four measures. Parrish’s belief is that building shareholder value
is best achieved by creating an organization that is worthy of every em-
ployee’s full commitment. He sees that building value for shareholders
should not be done at the expense of building value for associates.
Supporting employees rather than asking employees to support
those higher up results in committed employees who are dedicated to
create a great experience for the customer. Igloo’s chief HR officer plays
an instrumental role in ensuring that diversity, wages, and training at the
company are all exemplary. The company pays
well over minimum wage levels and provides
the best employee benefits in the industry.
More than that, however, is the company’s
commitment to training for each associate.
Employees are trained, coached, and
Jupiterimages/Getty Images
counseled to perform well in their current roles

and to prepare for future job opportunities.
Igloo commits to its employees, who return
that commitment through their personal
dedication to the company’s success.1
4 S E C T I O N 1 The Environment of Human Resource Management
Employees are essential resources that organizations use to achieve important business objectives.
Having talented individuals employed in a company is the cornerstone of developing a competitive
advantage. Qualified and motivated employees are critical for an organization to compete on what-
ever distinctive core competencies are considered important in its industry (e.g., customer service,
quality, and strategic planning).
By earning the reputation as good employers, companies can attract and retain produc-
tive, creative, and motivated people with competitive advantages to reach strategic goals. Finding
knowledgeable and motivated employees, training them to perform critical jobs, rewarding them
appropriately, giving them important work responsibilities, and providing them opportunities to
succeed and earn recognition are but a few of the issues that an organization must address. But how
does an employer create these policies and earn such a positive reputation? Most often, it is an HR
department that develops and coordinates practices that enable people to make important contribu-
tions at work. However, these people management activities must also be carried out in small firms
where an owner/founder may address these issues.
Utilizing sound HR practices can enhance an organization’s reputation as a desirable place to
work. A company must also look ahead and address emerging challenges and opportunities to en-
sure that employees are satisfied and perform their jobs at high levels. In particular, there is a need
to understand the current trends that are occurring in the field of human resource management.
LO1 Understand 1-1 What Is Human Resource Management?

human resource
management and
define human capital. What is now called human resource management has evolved a great deal since its beginnings in the
early twentieth century. What began as a primarily clerical function in larger companies concerned
with payroll and employee records began to transform in response to social legislation of the 1960s
and 1970s. Personnel departments, as they were then called, focused on the legal implications of
policies and procedures affecting employees. In the 1990s, facing globalization and competition,
human resource departments became more concerned with costs, planning, and the implications of
various HR strategies for both organizations and their employees. More recently, human resource
professionals in some companies have been involved with mergers and acquisitions, outsourcing,
and managing technological advances in the workplace. Recent high-profile corporate scandals
and unethical behavior are also requiring HR professionals to get more involved in programs that
increase ethics, compliance, and social responsibility.2
Human resource Human resource management is designing formal systems in an organization to manage
management human talent for accomplishing organizational goals. Whether you work in a large company with
Designing formal systems 10,000 employees or a small nonprofit organization with 10 employees, employees must be recruited,
in an organization to selected, trained, rewarded, managed, and retained. Each of these activities requires knowledge
manage human talent for about what works well given current employee concerns and company conditions. Research into
accomplishing organiza-
these issues and the knowledge gained from successful approaches form the basis of effective HR
tional goals
management.
1-1a Why Organizations Need HR Management

Not every organization has an HR department. In a company with an owner and 10 employees,
for example, the owner usually addresses HR issues. However, despite the obvious differences
between large and small organizations, the same HR activities must take place in every firm.
Luckily, every leader in an organization is an HR manager, so there are usually many people who
can help address HR issues. Sales managers, head nurses, drafting supervisors, food and beverage
directors, college deans, and accounting department supervisors all manage human resources,
and their effectiveness depends in part on how well they understand and implement the princi-
ples of HR management.
It is unrealistic, however, to expect line managers to understand all the details of equal employ-
ment regulations, how to design a complex compensation system, or when to conduct a job analysis.
C H A P T E R 1 Human Resource Management in Organizations 5
Organizations that fail to properly manage employees are at greater risk of legal problems and
employee relations issues.3 Therefore, the presence of an HR department and leaders who under-
stand important HR issues can be helpful. For that reason, larger organizations frequently have peo-
ple who specialize in these activities, and these professionals are organized into an HR function or
department. While some firms have never employed HR professionals or have eliminated their HR
departments, the recent trend has been to increase HR staff.4
There are many benefits associated with having a dedicated HR department. Firms that
implement effective HR practices tend to have better outcomes such as higher profits, increased
stock price, and greater productivity, than those that do not use such practices.5 HR professionals
must respond appropriately to current business challenges and opportunities to help the organi-
zation succeed. Significant issues facing contemporary organizations include building the “orga-
nization of the future,” delivering a superior employee experience, and capitalizing on diversity
and inclusion. HR professionals can make a difference by implementing solutions to these chal-
lenges.6 Additional trends include a globalized workforce, greater age diversity, a focus on sus-
tainability, and an emphasis on social media. HR leaders can address these issues by adopting an
interdisciplinary business approach (e.g., working with marketing, operations, and finance staff),
connecting with outside constituencies, identifying critical organizational challenges, and facil-
itating organizational change.7 HR professionals might also adapt HR processes to fit workplace
changes, work more closely with IT personnel to manage technology, hire more high performers
who have the right skills, and be innovation leaders.8 The following “HR Perspective: Transform-
ing HR at Popeyes Louisiana Kitchen” feature highlights some of these emerging trends, as well
as others.
Cooperation between operating managers and the HR department is also needed for HR efforts
to succeed. In many cases, the HR department designs processes and systems that operating man-
agers must help implement. The exact division of labor between the two varies from firm to firm.
However, in the end, managing employees is a shared responsibility between HR staff and line man-
agers with each group playing a key role. HR professionals contribute to line managers’ effectiveness
when they frame HR practices in appealing ways, involve line managers in the development of HR
practices, and seek CEO support.9
How Human Resource Management Is Sometimes Seen in Organizations

HR departments have been viewed both positively and negatively by managers and employees. HR
management is necessary, especially when dealing with the many government regulations enacted
over the past several decades. However, the need to protect corporate assets against the many legal
issues often makes the HR function play a different role, which may be seen as negative, restrictive,
and not focused on getting work done.
The legal compliance role can cause other people to have negative views of HR staff. The nega-
tive perception that some employees, managers, and executives have is that HR departments are too
bureaucratic, detail oriented, and costly, and that they are comprised of naysayers. Some managers
also believe that HR departments reduce innovation and negatively impact the ability to complete
work because of poorly executed programs. The trend toward outsourcing many HR activities also
fuels the belief that HR support is not really needed.10 Further, HR staff are sometimes seen as lack-
ing in business acumen by line managers. In some organizations, HR is seen as owning employee
morale and fun, which leads to difficulties when employees have serious issues to report and need
to deal with a professional in whom they can confide.11 Despite such concerns, the HR function can
benefit the workplace if it is managed well.
Human Resources in Smaller Organizations In the United States and worldwide, small
businesses employ more than half of all private-sector employees and generate many new jobs each
year. In surveys over several years by the U.S. Small Business Administration (SBA), the issues iden-
tified as significant concerns in small organizations were consistent: not having enough qualified
workers, the rapidly increasing costs of employee benefits, payroll taxes, and compliance with gov-
ernment regulations. Notice that all these concerns have an HR focus, especially when compliance
6 S E C T I O N 1 The Environment of Human Resource Management
with wage/hour, safety, equal employment, and other regulations are considered. This is why some
degree of HR support and expertise is always needed in smaller organizations. Recent studies have
shown that small- and medium-sized enterprises that use formal HR practices tend to perform bet-
ter than competitors.12 Therefore, HR practices can be one determinant of company success in large
and small firms.
When new employees are hired in a small business, line managers usually do the recruiting,
selecting, and orienting. These HR activities, however, reduce the amount of time managers
have available to focus on their regular jobs. As a result, when such activities occur frequently,
hiring someone to do them allows managers to spend more time on their primary duties. With
about 80 to 100 employees, smaller organizations often find that they would benefit from
designating someone to specialize in HR practices. Other specialist HR positions are added (e.g.,
in compensation, training, or recruiting) as the company grows larger. The need for HR increases
as an organization grows until it evolves into a distinct function with specialists assigned to specific
duties. For HR to be most useful, it must remain closely connected to the operating management of
the organization. Without that connection, HR functions cannot reach their potential.
HR Transforming HR at Popeyes
Louisiana Kitchen
PERSPECTIVE
Evidence shows that HR departments have more focused on strategy, HR staff at Popeyes
grown, with more money being dedicated to work on cross-functional project teams, and the
corporate HR efforts. However, changing work HR function is structured so that each business
environments are challenging HR professionals area has a dedicated HR professional who oper-
to do more, even though their numbers and sup- ates as an advisor on various personnel issues.
port have steadily risen. People employed in HR This enables staff to be more strategic because
have much more responsibility in today’s work- they work directly with the business units. HR
place, something that likely won’t change as leaders also look to redesign HR processes to
expectations have increased. improve HR’s efficiency so that more might be
This is the case at the Atlanta-based done with fewer people.13
fast-food firm Popeyes Louisiana Kitchen. While Despite the growing need for HR person-
the organization’s HR group grew from 7 to 10 nel, the ability to manage the increasing num-
individuals over several years, the work also in- ber of HR responsibilities with current staff is a
creased. The group manages as many as three challenge. Expectations are higher, regardless of
times the number of issues it did in the past. how many HR professionals are present. Con-
Some of these include creating leadership devel- sider the following questions:
opment opportunities, enhancing customer ser-
1. Given the issues at Popeyes, how would
vice, and building food outlets. Popeyes focuses
you redesign an HR department in any
on servant leadership, which requires leaders
organization to better tackle a company’s
to believe that the needs of the company and
needs?
employees outweigh their own concerns. Fur-
ther, the HR team works to ensure that HR can 2. How might HR processes be redesigned to
address issues through a strategic lens. All of become more efficient? What technologies
these responsibilities take time and energy. might be used to improve HR processes
Many HR functions at Popeye’s are being and provide better service to managers and
altered as the workplace changes. Besides being employees?
C H A P T E R 1 Human Resource Management in Organizations 7
LO2 Identify how 1-2 Managing Human Resources

human resource
management and in Organizations
employees can be
core competencies for
organizations. Human resources (or more simply, people) who work in organizations may have valuable contri-
butions they can make to a firm’s mission based on their human capital. But this will occur only
if they are motivated and given a reasonable opportunity to contribute. Employees must be placed
into the right job, trained, rewarded, and given feedback if they are to perform at high levels. These
key HR activities are often a joint effort between the organization’s managers and HR staff mem-
bers. Managing people ultimately reflects the decisions these leaders make from among the wide
range of possible choices on the formal policies, practices, and methods for managing employees.
Examples of such systems and policies are pay system design, performance measurement, training
programs, and hiring processes. People-related costs are typically the single biggest controllable cost
in an organization.14 This means that managing HR activities is a major priority for all managers.
1-2a Human Resource Management as a Core Competency

Developing and implementing business strategies must be based on an organization’s areas of
strength. Referred to as core competencies, those strengths are the foundation for creating the orga-
Core competency nization’s competitive advantage. A core competency is a unique capability that creates high value
A unique capability that for a company.
creates high value for a Certainly, many organizations have identified that their HR practices differentiate them from
company their competitors and that HR is a key determinant of competitive advantage. Recognizing this,
organizations as diverse as Walt Disney Company, Apple, and Comcast have focused on people as
having special strategic value for the organization.15
The same can be true with small companies as well. For example, small community banks have
gained numerous small- and medium-sized commercial loan customers because the banks empha-
size that their customers can deal with the same employees directly every time they need help rather
than having to call an automated service center in another state as is sometimes the case with larger
nationwide banks. The focus here is on using people (in this example, loan officers) to help build
core competencies in companies.
1-2b Employees as a Core Competency

How might employees become a core competency for an organization? Employees, especially those
in customer-facing positions, are the vital link to the organization’s external customers. They can
be a source of innovation and service that enhances the customer’s experience and lead to greater
customer loyalty.16 This is particularly true in service organizations where the customer wants a
personal experience and will return if treated well.
Human Capital Organizations must manage four types of assets to be successful (see Figure 1-1):
• Physical assets: Buildings, land, furniture, computers, vehicles, equipment, and so on
• Financial assets: Cash, financial resources, stocks, bonds or debt, and so on
• Intellectual property assets: Specialized research capabilities, patents, information systems,
designs, operating processes, copyrights, and so on
• Human assets: Individuals with their talents, capabilities, experience, professional expertise,
relationships, and so on
All of these assets are important to varying degrees in different firms. But the human assets are
the “glue” that holds all the other parts together to achieve results. Certainly, the assembly line work-
ers, quality inspectors, and design engineers in an automotive company or the admissions clerks,
nurses, and dietary staff at a hospital enable all the other assets of their organizations to be used
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DANCE ON STILTS AT THE GIRLS’ UNYAGO, NIUCHI
Newala, too, suffers from the distance of its water-supply—at least

the Newala of to-day does; there was once another Newala in a lovely
valley at the foot of the plateau. I visited it and found scarcely a trace
of houses, only a Christian cemetery, with the graves of several
missionaries and their converts, remaining as a monument of its
former glories. But the surroundings are wonderfully beautiful. A
thick grove of splendid mango-trees closes in the weather-worn
crosses and headstones; behind them, combining the useful and the
agreeable, is a whole plantation of lemon-trees covered with ripe
fruit; not the small African kind, but a much larger and also juicier
imported variety, which drops into the hands of the passing traveller,
without calling for any exertion on his part. Old Newala is now under
the jurisdiction of the native pastor, Daudi, at Chingulungulu, who,
as I am on very friendly terms with him, allows me, as a matter of
course, the use of this lemon-grove during my stay at Newala.
FEET MUTILATED BY THE RAVAGES OF THE “JIGGER”
(Sarcopsylla penetrans)
The water-supply of New Newala is in the bottom of the valley,

some 1,600 feet lower down. The way is not only long and fatiguing,
but the water, when we get it, is thoroughly bad. We are suffering not
only from this, but from the fact that the arrangements at Newala are
nothing short of luxurious. We have a separate kitchen—a hut built
against the boma palisade on the right of the baraza, the interior of
which is not visible from our usual position. Our two cooks were not
long in finding this out, and they consequently do—or rather neglect
to do—what they please. In any case they do not seem to be very
particular about the boiling of our drinking-water—at least I can
attribute to no other cause certain attacks of a dysenteric nature,
from which both Knudsen and I have suffered for some time. If a
man like Omari has to be left unwatched for a moment, he is capable
of anything. Besides this complaint, we are inconvenienced by the
state of our nails, which have become as hard as glass, and crack on
the slightest provocation, and I have the additional infliction of
pimples all over me. As if all this were not enough, we have also, for
the last week been waging war against the jigger, who has found his
Eldorado in the hot sand of the Makonde plateau. Our men are seen
all day long—whenever their chronic colds and the dysentery likewise
raging among them permit—occupied in removing this scourge of
Africa from their feet and trying to prevent the disastrous
consequences of its presence. It is quite common to see natives of
this place with one or two toes missing; many have lost all their toes,
or even the whole front part of the foot, so that a well-formed leg
ends in a shapeless stump. These ravages are caused by the female of
Sarcopsylla penetrans, which bores its way under the skin and there
develops an egg-sac the size of a pea. In all books on the subject, it is
stated that one’s attention is called to the presence of this parasite by
an intolerable itching. This agrees very well with my experience, so
far as the softer parts of the sole, the spaces between and under the
toes, and the side of the foot are concerned, but if the creature
penetrates through the harder parts of the heel or ball of the foot, it
may escape even the most careful search till it has reached maturity.
Then there is no time to be lost, if the horrible ulceration, of which
we see cases by the dozen every day, is to be prevented. It is much
easier, by the way, to discover the insect on the white skin of a
European than on that of a native, on which the dark speck scarcely
shows. The four or five jiggers which, in spite of the fact that I
constantly wore high laced boots, chose my feet to settle in, were
taken out for me by the all-accomplished Knudsen, after which I
thought it advisable to wash out the cavities with corrosive
sublimate. The natives have a different sort of disinfectant—they fill
the hole with scraped roots. In a tiny Makua village on the slope of
the plateau south of Newala, we saw an old woman who had filled all
the spaces under her toe-nails with powdered roots by way of
prophylactic treatment. What will be the result, if any, who can say?
The rest of the many trifling ills which trouble our existence are
really more comic than serious. In the absence of anything else to
smoke, Knudsen and I at last opened a box of cigars procured from
the Indian store-keeper at Lindi, and tried them, with the most
distressing results. Whether they contain opium or some other
narcotic, neither of us can say, but after the tenth puff we were both
“off,” three-quarters stupefied and unspeakably wretched. Slowly we
recovered—and what happened next? Half-an-hour later we were
once more smoking these poisonous concoctions—so insatiable is the
craving for tobacco in the tropics.
Even my present attacks of fever scarcely deserve to be taken
seriously. I have had no less than three here at Newala, all of which
have run their course in an incredibly short time. In the early
afternoon, I am busy with my old natives, asking questions and
making notes. The strong midday coffee has stimulated my spirits to
an extraordinary degree, the brain is active and vigorous, and work
progresses rapidly, while a pleasant warmth pervades the whole
body. Suddenly this gives place to a violent chill, forcing me to put on
my overcoat, though it is only half-past three and the afternoon sun
is at its hottest. Now the brain no longer works with such acuteness
and logical precision; more especially does it fail me in trying to
establish the syntax of the difficult Makua language on which I have
ventured, as if I had not enough to do without it. Under the
circumstances it seems advisable to take my temperature, and I do
so, to save trouble, without leaving my seat, and while going on with
my work. On examination, I find it to be 101·48°. My tutors are
abruptly dismissed and my bed set up in the baraza; a few minutes
later I am in it and treating myself internally with hot water and
lemon-juice.
Three hours later, the thermometer marks nearly 104°, and I make
them carry me back into the tent, bed and all, as I am now perspiring
heavily, and exposure to the cold wind just beginning to blow might
mean a fatal chill. I lie still for a little while, and then find, to my
great relief, that the temperature is not rising, but rather falling. This
is about 7.30 p.m. At 8 p.m. I find, to my unbounded astonishment,
that it has fallen below 98·6°, and I feel perfectly well. I read for an
hour or two, and could very well enjoy a smoke, if I had the
wherewithal—Indian cigars being out of the question.
Having no medical training, I am at a loss to account for this state
of things. It is impossible that these transitory attacks of high fever
should be malarial; it seems more probable that they are due to a
kind of sunstroke. On consulting my note-book, I become more and
more inclined to think this is the case, for these attacks regularly
follow extreme fatigue and long exposure to strong sunshine. They at
least have the advantage of being only short interruptions to my
work, as on the following morning I am always quite fresh and fit.
My treasure of a cook is suffering from an enormous hydrocele which
makes it difficult for him to get up, and Moritz is obliged to keep in
the dark on account of his inflamed eyes. Knudsen’s cook, a raw boy
from somewhere in the bush, knows still less of cooking than Omari;
consequently Nils Knudsen himself has been promoted to the vacant
post. Finding that we had come to the end of our supplies, he began
by sending to Chingulungulu for the four sucking-pigs which we had
bought from Matola and temporarily left in his charge; and when
they came up, neatly packed in a large crate, he callously slaughtered
the biggest of them. The first joint we were thoughtless enough to
entrust for roasting to Knudsen’s mshenzi cook, and it was
consequently uneatable; but we made the rest of the animal into a
jelly which we ate with great relish after weeks of underfeeding,
consuming incredible helpings of it at both midday and evening
meals. The only drawback is a certain want of variety in the tinned
vegetables. Dr. Jäger, to whom the Geographical Commission
entrusted the provisioning of the expeditions—mine as well as his
own—because he had more time on his hands than the rest of us,
seems to have laid in a huge stock of Teltow turnips,[46] an article of
food which is all very well for occasional use, but which quickly palls
when set before one every day; and we seem to have no other tins
left. There is no help for it—we must put up with the turnips; but I
am certain that, once I am home again, I shall not touch them for ten
years to come.
Amid all these minor evils, which, after all, go to make up the
genuine flavour of Africa, there is at least one cheering touch:
Knudsen has, with the dexterity of a skilled mechanic, repaired my 9
× 12 cm. camera, at least so far that I can use it with a little care.
How, in the absence of finger-nails, he was able to accomplish such a
ticklish piece of work, having no tool but a clumsy screw-driver for
taking to pieces and putting together again the complicated
mechanism of the instantaneous shutter, is still a mystery to me; but
he did it successfully. The loss of his finger-nails shows him in a light
contrasting curiously enough with the intelligence evinced by the
above operation; though, after all, it is scarcely surprising after his
ten years’ residence in the bush. One day, at Lindi, he had occasion
to wash a dog, which must have been in need of very thorough
cleansing, for the bottle handed to our friend for the purpose had an
extremely strong smell. Having performed his task in the most
conscientious manner, he perceived with some surprise that the dog
did not appear much the better for it, and was further surprised by
finding his own nails ulcerating away in the course of the next few
days. “How was I to know that carbolic acid has to be diluted?” he
mutters indignantly, from time to time, with a troubled gaze at his
mutilated finger-tips.
Since we came to Newala we have been making excursions in all
directions through the surrounding country, in accordance with old
habit, and also because the akida Sefu did not get together the tribal
elders from whom I wanted information so speedily as he had
promised. There is, however, no harm done, as, even if seen only
from the outside, the country and people are interesting enough.
The Makonde plateau is like a large rectangular table rounded off
at the corners. Measured from the Indian Ocean to Newala, it is
about seventy-five miles long, and between the Rovuma and the
Lukuledi it averages fifty miles in breadth, so that its superficial area
is about two-thirds of that of the kingdom of Saxony. The surface,
however, is not level, but uniformly inclined from its south-western
edge to the ocean. From the upper edge, on which Newala lies, the
eye ranges for many miles east and north-east, without encountering
any obstacle, over the Makonde bush. It is a green sea, from which
here and there thick clouds of smoke rise, to show that it, too, is
inhabited by men who carry on their tillage like so many other
primitive peoples, by cutting down and burning the bush, and
manuring with the ashes. Even in the radiant light of a tropical day
such a fire is a grand sight.
Much less effective is the impression produced just now by the
great western plain as seen from the edge of the plateau. As often as
time permits, I stroll along this edge, sometimes in one direction,
sometimes in another, in the hope of finding the air clear enough to
let me enjoy the view; but I have always been disappointed.
Wherever one looks, clouds of smoke rise from the burning bush,
and the air is full of smoke and vapour. It is a pity, for under more
favourable circumstances the panorama of the whole country up to
the distant Majeje hills must be truly magnificent. It is of little use
taking photographs now, and an outline sketch gives a very poor idea
of the scenery. In one of these excursions I went out of my way to
make a personal attempt on the Makonde bush. The present edge of
the plateau is the result of a far-reaching process of destruction
through erosion and denudation. The Makonde strata are
everywhere cut into by ravines, which, though short, are hundreds of
yards in depth. In consequence of the loose stratification of these
beds, not only are the walls of these ravines nearly vertical, but their
upper end is closed by an equally steep escarpment, so that the
western edge of the Makonde plateau is hemmed in by a series of
deep, basin-like valleys. In order to get from one side of such a ravine
to the other, I cut my way through the bush with a dozen of my men.
It was a very open part, with more grass than scrub, but even so the
short stretch of less than two hundred yards was very hard work; at
the end of it the men’s calicoes were in rags and they themselves
bleeding from hundreds of scratches, while even our strong khaki
suits had not escaped scatheless.
NATIVE PATH THROUGH THE MAKONDE BUSH, NEAR

MAHUTA
I see increasing reason to believe that the view formed some time
back as to the origin of the Makonde bush is the correct one. I have
no doubt that it is not a natural product, but the result of human
occupation. Those parts of the high country where man—as a very
slight amount of practice enables the eye to perceive at once—has not
yet penetrated with axe and hoe, are still occupied by a splendid
timber forest quite able to sustain a comparison with our mixed
forests in Germany. But wherever man has once built his hut or tilled
his field, this horrible bush springs up. Every phase of this process
may be seen in the course of a couple of hours’ walk along the main
road. From the bush to right or left, one hears the sound of the axe—
not from one spot only, but from several directions at once. A few
steps further on, we can see what is taking place. The brush has been
cut down and piled up in heaps to the height of a yard or more,
between which the trunks of the large trees stand up like the last
pillars of a magnificent ruined building. These, too, present a
melancholy spectacle: the destructive Makonde have ringed them—
cut a broad strip of bark all round to ensure their dying off—and also
piled up pyramids of brush round them. Father and son, mother and
son-in-law, are chopping away perseveringly in the background—too
busy, almost, to look round at the white stranger, who usually excites
so much interest. If you pass by the same place a week later, the piles
of brushwood have disappeared and a thick layer of ashes has taken
the place of the green forest. The large trees stretch their
smouldering trunks and branches in dumb accusation to heaven—if
they have not already fallen and been more or less reduced to ashes,
perhaps only showing as a white stripe on the dark ground.
This work of destruction is carried out by the Makonde alike on the
virgin forest and on the bush which has sprung up on sites already
cultivated and deserted. In the second case they are saved the trouble
of burning the large trees, these being entirely absent in the
secondary bush.
After burning this piece of forest ground and loosening it with the
hoe, the native sows his corn and plants his vegetables. All over the
country, he goes in for bed-culture, which requires, and, in fact,
receives, the most careful attention. Weeds are nowhere tolerated in
the south of German East Africa. The crops may fail on the plains,
where droughts are frequent, but never on the plateau with its
abundant rains and heavy dews. Its fortunate inhabitants even have
the satisfaction of seeing the proud Wayao and Wamakua working
for them as labourers, driven by hunger to serve where they were
accustomed to rule.
But the light, sandy soil is soon exhausted, and would yield no
harvest the second year if cultivated twice running. This fact has
been familiar to the native for ages; consequently he provides in
time, and, while his crop is growing, prepares the next plot with axe
and firebrand. Next year he plants this with his various crops and
lets the first piece lie fallow. For a short time it remains waste and
desolate; then nature steps in to repair the destruction wrought by
man; a thousand new growths spring out of the exhausted soil, and
even the old stumps put forth fresh shoots. Next year the new growth
is up to one’s knees, and in a few years more it is that terrible,
impenetrable bush, which maintains its position till the black
occupier of the land has made the round of all the available sites and
come back to his starting point.
The Makonde are, body and soul, so to speak, one with this bush.
According to my Yao informants, indeed, their name means nothing
else but “bush people.” Their own tradition says that they have been
settled up here for a very long time, but to my surprise they laid great
stress on an original immigration. Their old homes were in the
south-east, near Mikindani and the mouth of the Rovuma, whence
their peaceful forefathers were driven by the continual raids of the
Sakalavas from Madagascar and the warlike Shirazis[47] of the coast,
to take refuge on the almost inaccessible plateau. I have studied
African ethnology for twenty years, but the fact that changes of
population in this apparently quiet and peaceable corner of the earth
could have been occasioned by outside enterprises taking place on
the high seas, was completely new to me. It is, no doubt, however,
correct.
The charming tribal legend of the Makonde—besides informing us
of other interesting matters—explains why they have to live in the
thickest of the bush and a long way from the edge of the plateau,
instead of making their permanent homes beside the purling brooks
and springs of the low country.
“The place where the tribe originated is Mahuta, on the southern
side of the plateau towards the Rovuma, where of old time there was
nothing but thick bush. Out of this bush came a man who never
washed himself or shaved his head, and who ate and drank but little.
He went out and made a human figure from the wood of a tree
growing in the open country, which he took home to his abode in the
bush and there set it upright. In the night this image came to life and
was a woman. The man and woman went down together to the
Rovuma to wash themselves. Here the woman gave birth to a still-
born child. They left that place and passed over the high land into the
valley of the Mbemkuru, where the woman had another child, which
was also born dead. Then they returned to the high bush country of
Mahuta, where the third child was born, which lived and grew up. In
course of time, the couple had many more children, and called
themselves Wamatanda. These were the ancestral stock of the
Makonde, also called Wamakonde,[48] i.e., aborigines. Their
forefather, the man from the bush, gave his children the command to
bury their dead upright, in memory of the mother of their race who
was cut out of wood and awoke to life when standing upright. He also
warned them against settling in the valleys and near large streams,
for sickness and death dwelt there. They were to make it a rule to
have their huts at least an hour’s walk from the nearest watering-
place; then their children would thrive and escape illness.”
The explanation of the name Makonde given by my informants is
somewhat different from that contained in the above legend, which I
extract from a little book (small, but packed with information), by
Pater Adams, entitled Lindi und sein Hinterland. Otherwise, my
results agree exactly with the statements of the legend. Washing?
Hapana—there is no such thing. Why should they do so? As it is, the
supply of water scarcely suffices for cooking and drinking; other
people do not wash, so why should the Makonde distinguish himself
by such needless eccentricity? As for shaving the head, the short,
woolly crop scarcely needs it,[49] so the second ancestral precept is
likewise easy enough to follow. Beyond this, however, there is
nothing ridiculous in the ancestor’s advice. I have obtained from
various local artists a fairly large number of figures carved in wood,
ranging from fifteen to twenty-three inches in height, and
representing women belonging to the great group of the Mavia,
Makonde, and Matambwe tribes. The carving is remarkably well
done and renders the female type with great accuracy, especially the
keloid ornamentation, to be described later on. As to the object and
meaning of their works the sculptors either could or (more probably)
would tell me nothing, and I was forced to content myself with the
scanty information vouchsafed by one man, who said that the figures
were merely intended to represent the nembo—the artificial
deformations of pelele, ear-discs, and keloids. The legend recorded
by Pater Adams places these figures in a new light. They must surely
be more than mere dolls; and we may even venture to assume that
they are—though the majority of present-day Makonde are probably
unaware of the fact—representations of the tribal ancestress.
The references in the legend to the descent from Mahuta to the
Rovuma, and to a journey across the highlands into the Mbekuru
valley, undoubtedly indicate the previous history of the tribe, the
travels of the ancestral pair typifying the migrations of their
descendants. The descent to the neighbouring Rovuma valley, with
its extraordinary fertility and great abundance of game, is intelligible
at a glance—but the crossing of the Lukuledi depression, the ascent
to the Rondo Plateau and the descent to the Mbemkuru, also lie
within the bounds of probability, for all these districts have exactly
the same character as the extreme south. Now, however, comes a
point of especial interest for our bacteriological age. The primitive
Makonde did not enjoy their lives in the marshy river-valleys.
Disease raged among them, and many died. It was only after they
had returned to their original home near Mahuta, that the health
conditions of these people improved. We are very apt to think of the
African as a stupid person whose ignorance of nature is only equalled
by his fear of it, and who looks on all mishaps as caused by evil
spirits and malignant natural powers. It is much more correct to
assume in this case that the people very early learnt to distinguish
districts infested with malaria from those where it is absent.
This knowledge is crystallized in the
ancestral warning against settling in the
valleys and near the great waters, the
dwelling-places of disease and death. At the
same time, for security against the hostile
Mavia south of the Rovuma, it was enacted
that every settlement must be not less than a
certain distance from the southern edge of the
plateau. Such in fact is their mode of life at the
present day. It is not such a bad one, and
certainly they are both safer and more
comfortable than the Makua, the recent
intruders from the south, who have made USUAL METHOD OF
good their footing on the western edge of the CLOSING HUT-DOOR
plateau, extending over a fairly wide belt of
country. Neither Makua nor Makonde show in their dwellings
anything of the size and comeliness of the Yao houses in the plain,
especially at Masasi, Chingulungulu and Zuza’s. Jumbe Chauro, a
Makonde hamlet not far from Newala, on the road to Mahuta, is the
most important settlement of the tribe I have yet seen, and has fairly
spacious huts. But how slovenly is their construction compared with
the palatial residences of the elephant-hunters living in the plain.
The roofs are still more untidy than in the general run of huts during
the dry season, the walls show here and there the scanty beginnings
or the lamentable remains of the mud plastering, and the interior is a
veritable dog-kennel; dirt, dust and disorder everywhere. A few huts
only show any attempt at division into rooms, and this consists
merely of very roughly-made bamboo partitions. In one point alone
have I noticed any indication of progress—in the method of fastening
the door. Houses all over the south are secured in a simple but
ingenious manner. The door consists of a set of stout pieces of wood
or bamboo, tied with bark-string to two cross-pieces, and moving in
two grooves round one of the door-posts, so as to open inwards. If
the owner wishes to leave home, he takes two logs as thick as a man’s
upper arm and about a yard long. One of these is placed obliquely
against the middle of the door from the inside, so as to form an angle
of from 60° to 75° with the ground. He then places the second piece
horizontally across the first, pressing it downward with all his might.
It is kept in place by two strong posts planted in the ground a few
inches inside the door. This fastening is absolutely safe, but of course
cannot be applied to both doors at once, otherwise how could the
owner leave or enter his house? I have not yet succeeded in finding
out how the back door is fastened.
MAKONDE LOCK AND KEY AT JUMBE CHAURO

This is the general way of closing a house. The Makonde at Jumbe
Chauro, however, have a much more complicated, solid and original
one. Here, too, the door is as already described, except that there is
only one post on the inside, standing by itself about six inches from
one side of the doorway. Opposite this post is a hole in the wall just
large enough to admit a man’s arm. The door is closed inside by a
large wooden bolt passing through a hole in this post and pressing
with its free end against the door. The other end has three holes into
which fit three pegs running in vertical grooves inside the post. The
door is opened with a wooden key about a foot long, somewhat
curved and sloped off at the butt; the other end has three pegs
corresponding to the holes, in the bolt, so that, when it is thrust
through the hole in the wall and inserted into the rectangular
opening in the post, the pegs can be lifted and the bolt drawn out.[50]
MODE OF INSERTING THE KEY
With no small pride first one householder and then a second

showed me on the spot the action of this greatest invention of the
Makonde Highlands. To both with an admiring exclamation of
“Vizuri sana!” (“Very fine!”). I expressed the wish to take back these
marvels with me to Ulaya, to show the Wazungu what clever fellows
the Makonde are. Scarcely five minutes after my return to camp at
Newala, the two men came up sweating under the weight of two
heavy logs which they laid down at my feet, handing over at the same
time the keys of the fallen fortress. Arguing, logically enough, that if
the key was wanted, the lock would be wanted with it, they had taken
their axes and chopped down the posts—as it never occurred to them
to dig them out of the ground and so bring them intact. Thus I have
two badly damaged specimens, and the owners, instead of praise,
come in for a blowing-up.
The Makua huts in the environs of Newala are especially
miserable; their more than slovenly construction reminds one of the
temporary erections of the Makua at Hatia’s, though the people here
have not been concerned in a war. It must therefore be due to
congenital idleness, or else to the absence of a powerful chief. Even
the baraza at Mlipa’s, a short hour’s walk south-east of Newala,
shares in this general neglect. While public buildings in this country
are usually looked after more or less carefully, this is in evident
danger of being blown over by the first strong easterly gale. The only
attractive object in this whole district is the grave of the late chief
Mlipa. I visited it in the morning, while the sun was still trying with
partial success to break through the rolling mists, and the circular
grove of tall euphorbias, which, with a broken pot, is all that marks
the old king’s resting-place, impressed one with a touch of pathos.
Even my very materially-minded carriers seemed to feel something
of the sort, for instead of their usual ribald songs, they chanted
solemnly, as we marched on through the dense green of the Makonde
bush:—
“We shall arrive with the great master; we stand in a row and have
no fear about getting our food and our money from the Serkali (the
Government). We are not afraid; we are going along with the great
master, the lion; we are going down to the coast and back.”
With regard to the characteristic features of the various tribes here
on the western edge of the plateau, I can arrive at no other
conclusion than the one already come to in the plain, viz., that it is
impossible for anyone but a trained anthropologist to assign any
given individual at once to his proper tribe. In fact, I think that even
an anthropological specialist, after the most careful examination,
might find it a difficult task to decide. The whole congeries of peoples
collected in the region bounded on the west by the great Central
African rift, Tanganyika and Nyasa, and on the east by the Indian
Ocean, are closely related to each other—some of their languages are
only distinguished from one another as dialects of the same speech,
and no doubt all the tribes present the same shape of skull and
structure of skeleton. Thus, surely, there can be no very striking
differences in outward appearance.
Even did such exist, I should have no time
to concern myself with them, for day after day,
I have to see or hear, as the case may be—in
any case to grasp and record—an
extraordinary number of ethnographic
phenomena. I am almost disposed to think it
fortunate that some departments of inquiry, at
least, are barred by external circumstances.
Chief among these is the subject of iron-
working. We are apt to think of Africa as a
country where iron ore is everywhere, so to
speak, to be picked up by the roadside, and
where it would be quite surprising if the
inhabitants had not learnt to smelt the
material ready to their hand. In fact, the
knowledge of this art ranges all over the
continent, from the Kabyles in the north to the
Kafirs in the south. Here between the Rovuma
and the Lukuledi the conditions are not so
favourable. According to the statements of the
Makonde, neither ironstone nor any other
form of iron ore is known to them. They have
not therefore advanced to the art of smelting
the metal, but have hitherto bought all their
THE ANCESTRESS OF
THE MAKONDE
iron implements from neighbouring tribes.
Even in the plain the inhabitants are not much
better off. Only one man now living is said to
understand the art of smelting iron. This old fundi lives close to
Huwe, that isolated, steep-sided block of granite which rises out of
the green solitude between Masasi and Chingulungulu, and whose
jagged and splintered top meets the traveller’s eye everywhere. While
still at Masasi I wished to see this man at work, but was told that,
frightened by the rising, he had retired across the Rovuma, though
he would soon return. All subsequent inquiries as to whether the
fundi had come back met with the genuine African answer, “Bado”
(“Not yet”).
BRAZIER
Some consolation was afforded me by a brassfounder, whom I

came across in the bush near Akundonde’s. This man is the favourite
of women, and therefore no doubt of the gods; he welds the glittering
brass rods purchased at the coast into those massive, heavy rings
which, on the wrists and ankles of the local fair ones, continually give
me fresh food for admiration. Like every decent master-craftsman he
had all his tools with him, consisting of a pair of bellows, three
crucibles and a hammer—nothing more, apparently. He was quite
willing to show his skill, and in a twinkling had fixed his bellows on
the ground. They are simply two goat-skins, taken off whole, the four
legs being closed by knots, while the upper opening, intended to
admit the air, is kept stretched by two pieces of wood. At the lower
end of the skin a smaller opening is left into which a wooden tube is
stuck. The fundi has quickly borrowed a heap of wood-embers from
the nearest hut; he then fixes the free ends of the two tubes into an
earthen pipe, and clamps them to the ground by means of a bent
piece of wood. Now he fills one of his small clay crucibles, the dross
on which shows that they have been long in use, with the yellow
material, places it in the midst of the embers, which, at present are
only faintly glimmering, and begins his work. In quick alternation
the smith’s two hands move up and down with the open ends of the
bellows; as he raises his hand he holds the slit wide open, so as to let
the air enter the skin bag unhindered. In pressing it down he closes
the bag, and the air puffs through the bamboo tube and clay pipe into
the fire, which quickly burns up. The smith, however, does not keep
on with this work, but beckons to another man, who relieves him at
the bellows, while he takes some more tools out of a large skin pouch
carried on his back. I look on in wonder as, with a smooth round
stick about the thickness of a finger, he bores a few vertical holes into
the clean sand of the soil. This should not be difficult, yet the man
seems to be taking great pains over it. Then he fastens down to the
ground, with a couple of wooden clamps, a neat little trough made by
splitting a joint of bamboo in half, so that the ends are closed by the
two knots. At last the yellow metal has attained the right consistency,
and the fundi lifts the crucible from the fire by means of two sticks
split at the end to serve as tongs. A short swift turn to the left—a
tilting of the crucible—and the molten brass, hissing and giving forth
clouds of smoke, flows first into the bamboo mould and then into the
holes in the ground.
The technique of this backwoods craftsman may not be very far
advanced, but it cannot be denied that he knows how to obtain an
adequate result by the simplest means. The ladies of highest rank in
this country—that is to say, those who can afford it, wear two kinds
of these massive brass rings, one cylindrical, the other semicircular
in section. The latter are cast in the most ingenious way in the
bamboo mould, the former in the circular hole in the sand. It is quite
a simple matter for the fundi to fit these bars to the limbs of his fair
customers; with a few light strokes of his hammer he bends the
pliable brass round arm or ankle without further inconvenience to
the wearer.
SHAPING THE POT
SMOOTHING WITH MAIZE-COB
CUTTING THE EDGE

FINISHING THE BOTTOM
LAST SMOOTHING BEFORE

BURNING
FIRING THE BRUSH-PILE

LIGHTING THE FARTHER SIDE OF
THE PILE
TURNING THE RED-HOT VESSEL
NYASA WOMAN MAKING POTS AT MASASI

Pottery is an art which must always and everywhere excite the
interest of the student, just because it is so intimately connected with
the development of human culture, and because its relics are one of
the principal factors in the reconstruction of our own condition in
prehistoric times. I shall always remember with pleasure the two or
three afternoons at Masasi when Salim Matola’s mother, a slightly-
built, graceful, pleasant-looking woman, explained to me with
touching patience, by means of concrete illustrations, the ceramic art
of her people. The only implements for this primitive process were a
lump of clay in her left hand, and in the right a calabash containing
the following valuables: the fragment of a maize-cob stripped of all
its grains, a smooth, oval pebble, about the size of a pigeon’s egg, a
few chips of gourd-shell, a bamboo splinter about the length of one’s
hand, a small shell, and a bunch of some herb resembling spinach.
Nothing more. The woman scraped with the
shell a round, shallow hole in the soft, fine
sand of the soil, and, when an active young
girl had filled the calabash with water for her,
she began to knead the clay. As if by magic it
gradually assumed the shape of a rough but
already well-shaped vessel, which only wanted
a little touching up with the instruments
before mentioned. I looked out with the
MAKUA WOMAN closest attention for any indication of the use
MAKING A POT. of the potter’s wheel, in however rudimentary
SHOWS THE a form, but no—hapana (there is none). The
BEGINNINGS OF THE embryo pot stood firmly in its little
POTTER’S WHEEL
depression, and the woman walked round it in
a stooping posture, whether she was removing
small stones or similar foreign bodies with the maize-cob, smoothing
the inner or outer surface with the splinter of bamboo, or later, after
letting it dry for a day, pricking in the ornamentation with a pointed
bit of gourd-shell, or working out the bottom, or cutting the edge
with a sharp bamboo knife, or giving the last touches to the finished
vessel. This occupation of the women is infinitely toilsome, but it is
without doubt an accurate reproduction of the process in use among
our ancestors of the Neolithic and Bronze ages.
There is no doubt that the invention of pottery, an item in human
progress whose importance cannot be over-estimated, is due to
women. Rough, coarse and unfeeling, the men of the horde range
over the countryside. When the united cunning of the hunters has
succeeded in killing the game; not one of them thinks of carrying
home the spoil. A bright fire, kindled by a vigorous wielding of the
drill, is crackling beside them; the animal has been cleaned and cut
up secundum artem, and, after a slight singeing, will soon disappear
under their sharp teeth; no one all this time giving a single thought
to wife or child.
To what shifts, on the other hand, the primitive wife, and still more
the primitive mother, was put! Not even prehistoric stomachs could
endure an unvarying diet of raw food. Something or other suggested
the beneficial effect of hot water on the majority of approved but
indigestible dishes. Perhaps a neighbour had tried holding the hard
roots or tubers over the fire in a calabash filled with water—or maybe
an ostrich-egg-shell, or a hastily improvised vessel of bark. They
became much softer and more palatable than they had previously
been; but, unfortunately, the vessel could not stand the fire and got
charred on the outside. That can be remedied, thought our
ancestress, and plastered a layer of wet clay round a similar vessel.
This is an improvement; the cooking utensil remains uninjured, but
the heat of the fire has shrunk it, so that it is loose in its shell. The
next step is to detach it, so, with a firm grip and a jerk, shell and
kernel are separated, and pottery is invented. Perhaps, however, the
discovery which led to an intelligent use of the burnt-clay shell, was
made in a slightly different way. Ostrich-eggs and calabashes are not
to be found in every part of the world, but everywhere mankind has
arrived at the art of making baskets out of pliant materials, such as
bark, bast, strips of palm-leaf, supple twigs, etc. Our inventor has no
water-tight vessel provided by nature. “Never mind, let us line the
basket with clay.” This answers the purpose, but alas! the basket gets
burnt over the blazing fire, the woman watches the process of
cooking with increasing uneasiness, fearing a leak, but no leak
appears. The food, done to a turn, is eaten with peculiar relish; and
the cooking-vessel is examined, half in curiosity, half in satisfaction
at the result. The plastic clay is now hard as stone, and at the same
time looks exceedingly well, for the neat plaiting of the burnt basket
is traced all over it in a pretty pattern. Thus, simultaneously with
pottery, its ornamentation was invented.
Primitive woman has another claim to respect. It was the man,
roving abroad, who invented the art of producing fire at will, but the
woman, unable to imitate him in this, has been a Vestal from the
earliest times. Nothing gives so much trouble as the keeping alight of
the smouldering brand, and, above all, when all the men are absent
from the camp. Heavy rain-clouds gather, already the first large
drops are falling, the first gusts of the storm rage over the plain. The
little flame, a greater anxiety to the woman than her own children,
flickers unsteadily in the blast. What is to be done? A sudden thought
occurs to her, and in an instant she has constructed a primitive hut
out of strips of bark, to protect the flame against rain and wind.
This, or something very like it, was the way in which the principle
of the house was discovered; and even the most hardened misogynist
cannot fairly refuse a woman the credit of it. The protection of the
hearth-fire from the weather is the germ from which the human
dwelling was evolved. Men had little, if any share, in this forward
step, and that only at a late stage. Even at the present day, the
plastering of the housewall with clay and the manufacture of pottery
are exclusively the women’s business. These are two very significant
survivals. Our European kitchen-garden, too, is originally a woman’s
invention, and the hoe, the primitive instrument of agriculture, is,
characteristically enough, still used in this department. But the
noblest achievement which we owe to the other sex is unquestionably
the art of cookery. Roasting alone—the oldest process—is one for
which men took the hint (a very obvious one) from nature. It must
have been suggested by the scorched carcase of some animal
overtaken by the destructive forest-fires. But boiling—the process of
improving organic substances by the help of water heated to boiling-
point—is a much later discovery. It is so recent that it has not even
yet penetrated to all parts of the world. The Polynesians understand
how to steam food, that is, to cook it, neatly wrapped in leaves, in a
hole in the earth between hot stones, the air being excluded, and
(sometimes) a few drops of water sprinkled on the stones; but they
do not understand boiling.
To come back from this digression, we find that the slender Nyasa
woman has, after once more carefully examining the finished pot,
put it aside in the shade to dry. On the following day she sends me
word by her son, Salim Matola, who is always on hand, that she is
going to do the burning, and, on coming out of my house, I find her
already hard at work. She has spread on the ground a layer of very
dry sticks, about as thick as one’s thumb, has laid the pot (now of a
yellowish-grey colour) on them, and is piling brushwood round it.
My faithful Pesa mbili, the mnyampara, who has been standing by,
most obligingly, with a lighted stick, now hands it to her. Both of
them, blowing steadily, light the pile on the lee side, and, when the
flame begins to catch, on the weather side also. Soon the whole is in a
blaze, but the dry fuel is quickly consumed and the fire dies down, so
that we see the red-hot vessel rising from the ashes. The woman
turns it continually with a long stick, sometimes one way and
sometimes another, so that it may be evenly heated all over. In
twenty minutes she rolls it out of the ash-heap, takes up the bundle
of spinach, which has been lying for two days in a jar of water, and
sprinkles the red-hot clay with it. The places where the drops fall are
marked by black spots on the uniform reddish-brown surface. With a
sigh of relief, and with visible satisfaction, the woman rises to an
erect position; she is standing just in a line between me and the fire,
from which a cloud of smoke is just rising: I press the ball of my
camera, the shutter clicks—the apotheosis is achieved! Like a
priestess, representative of her inventive sex, the graceful woman
stands: at her feet the hearth-fire she has given us beside her the
invention she has devised for us, in the background the home she has
built for us.
At Newala, also, I have had the manufacture of pottery carried on
in my presence. Technically the process is better than that already
described, for here we find the beginnings of the potter’s wheel,
which does not seem to exist in the plains; at least I have seen
nothing of the sort. The artist, a frightfully stupid Makua woman, did
not make a depression in the ground to receive the pot she was about
to shape, but used instead a large potsherd. Otherwise, she went to
work in much the same way as Salim’s mother, except that she saved
herself the trouble of walking round and round her work by squatting
at her ease and letting the pot and potsherd rotate round her; this is
surely the first step towards a machine. But it does not follow that
the pot was improved by the process. It is true that it was beautifully
rounded and presented a very creditable appearance when finished,
but the numerous large and small vessels which I have seen, and, in
part, collected, in the “less advanced” districts, are no less so. We
moderns imagine that instruments of precision are necessary to
produce excellent results. Go to the prehistoric collections of our
museums and look at the pots, urns and bowls of our ancestors in the
dim ages of the past, and you will at once perceive your error.
MAKING LONGITUDINAL CUT IN
BARK
DRAWING THE BARK OFF THE LOG
REMOVING THE OUTER BARK

BEATING THE BARK
WORKING THE BARK-CLOTH AFTER BEATING, TO MAKE IT

SOFT
MANUFACTURE OF BARK-CLOTH AT NEWALA

To-day, nearly the whole population of German East Africa is
clothed in imported calico. This was not always the case; even now in
some parts of the north dressed skins are still the prevailing wear,
and in the north-western districts—east and north of Lake
Tanganyika—lies a zone where bark-cloth has not yet been
superseded. Probably not many generations have passed since such
bark fabrics and kilts of skins were the only clothing even in the
south. Even to-day, large quantities of this bright-red or drab
material are still to be found; but if we wish to see it, we must look in
the granaries and on the drying stages inside the native huts, where
it serves less ambitious uses as wrappings for those seeds and fruits
which require to be packed with special care. The salt produced at
Masasi, too, is packed for transport to a distance in large sheets of
bark-cloth. Wherever I found it in any degree possible, I studied the
process of making this cloth. The native requisitioned for the
purpose arrived, carrying a log between two and three yards long and
as thick as his thigh, and nothing else except a curiously-shaped
mallet and the usual long, sharp and pointed knife which all men and
boys wear in a belt at their backs without a sheath—horribile dictu!
[51]
Silently he squats down before me, and with two rapid cuts has
drawn a couple of circles round the log some two yards apart, and
slits the bark lengthwise between them with the point of his knife.
With evident care, he then scrapes off the outer rind all round the
log, so that in a quarter of an hour the inner red layer of the bark
shows up brightly-coloured between the two untouched ends. With
some trouble and much caution, he now loosens the bark at one end,
and opens the cylinder. He then stands up, takes hold of the free
edge with both hands, and turning it inside out, slowly but steadily
pulls it off in one piece. Now comes the troublesome work of
scraping all superfluous particles of outer bark from the outside of
the long, narrow piece of material, while the inner side is carefully
scrutinised for defective spots. At last it is ready for beating. Having
signalled to a friend, who immediately places a bowl of water beside
him, the artificer damps his sheet of bark all over, seizes his mallet,
lays one end of the stuff on the smoothest spot of the log, and
hammers away slowly but continuously. “Very simple!” I think to
myself. “Why, I could do that, too!”—but I am forced to change my
opinions a little later on; for the beating is quite an art, if the fabric is
not to be beaten to pieces. To prevent the breaking of the fibres, the
stuff is several times folded across, so as to interpose several
thicknesses between the mallet and the block. At last the required
state is reached, and the fundi seizes the sheet, still folded, by both
ends, and wrings it out, or calls an assistant to take one end while he
holds the other. The cloth produced in this way is not nearly so fine
and uniform in texture as the famous Uganda bark-cloth, but it is
quite soft, and, above all, cheap.
Now, too, I examine the mallet. My craftsman has been using the
simpler but better form of this implement, a conical block of some
hard wood, its base—the striking surface—being scored across and
across with more or less deeply-cut grooves, and the handle stuck
into a hole in the middle. The other and earlier form of mallet is
shaped in the same way, but the head is fastened by an ingenious
network of bark strips into the split bamboo serving as a handle. The
observation so often made, that ancient customs persist longest in
connection with religious ceremonies and in the life of children, here
finds confirmation. As we shall soon see, bark-cloth is still worn
during the unyago,[52] having been prepared with special solemn
ceremonies; and many a mother, if she has no other garment handy,
will still put her little one into a kilt of bark-cloth, which, after all,
looks better, besides being more in keeping with its African
surroundings, than the ridiculous bit of print from Ulaya.
MAKUA WOMEN

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(eTextbook PDF) for Human Resource

Management 16th Edition by Sean R.

1-1a Why Organizations Need HR Management 4 HR ETHICS: HR Keeps Organization on

CHAPTER 2 2-7 Workforce Imbalances 51

2-3 Human Resource Planning 44 Summary 64

HR HIGHLIGHT: Barriers to Workforce CHAPTER 3

HR COMPETENCIES & APPLICATIONS: What to Do 3-6b Americans with Disabilities Act 90

3-5 Sexual Harassment 86 Summary 101

3-5a Types of Sexual Harassment 87 Critical Thinking Challenges 101

HR PERSPECTIVE: Flexing on the Front Summary 143

CHAPTER 5 5-7 Managing Retention 174

5-2 Individual Workers and Organizational

5-2c Employee Engagement, Loyalty, and 6-1 Recruiting 184

6-4 Technology for Recruiting 197 CHAPTER 7

HR COMPETENCIES & APPLICATIONS: Catching 7-5e Additional Selection Criteria 250

Case: Bloomingdale’s Uses Interactive Platform to HR HIGHLIGHT: Talent Management Strategies

HR COMPETENCIES & APPLICATIONS: Leveling

HR COMPETENCIES & APPLICATIONS: Do’s and

CHAPTER 10 10-4d Self-Ratings 353

CHAPTER 12 12-7b Health Care Reform Legislation 430

12-4 Legally Required Benefits 423 12-10 Paid-Time-Off Benefits 441

12-5 Retirement Benefits 425 Summary 444

12-5a Retirement Plan Concepts 426 Critical Thinking Challenges 444

13-2 Occupational Safety and Health Act 460 Summary 483

15-5 Collective Bargaining Issues 551 HR HIGHLIGHT: Driving a Revolution 574

15-6 Collective Bargaining Process 553 HR ETHICS: Worked to Death 578

HR PERSPECTIVE: Labor Agreement Takes 16-4 Compensation in a Global Organization 581

16-2 Becoming a Global Company 573

The Sixteenth Edition

Global Human Resource Management

Compensation Chapter Consolidation

“What’s Trending” Chapter sections

Measuring HR Effectiveness, Strategy, and Leadership

Organization of the book

Section One: The Environment of Human Resource Management

Section Two: Jobs and Labor

Section Three: Talent Development

Section Four: Compensation

Section Five: Employee Relations and Global Human Resource

Deloris Oliver LeMoyne-Owen College

Cool Commitment Cool

Playmate coolers as the signature product of Igloo brand. Transforming

advantage through the contribution of its employees. Engagement Building Healthy

15 percent of employees are actively engaged with their work. HR Keeps

counseled to perform well in their current roles

LO1 Understand 1-1 What Is Human Resource Management?

1-1a Why Organizations Need HR Management

How Human Resource Management Is Sometimes Seen in Organizations

LO2 Identify how 1-2 Managing Human Resources

1-2a Human Resource Management as a Core Competency

1-2b Employees as a Core Competency

Newala, too, suffers from the distance of its water-supply—at least

The water-supply of New Newala is in the bottom of the valley,

NATIVE PATH THROUGH THE MAKONDE BUSH, NEAR

MAKONDE LOCK AND KEY AT JUMBE CHAURO

MODE OF INSERTING THE KEY

With no small pride first one householder and then a second

Some consolation was afforded me by a brassfounder, whom I

SMOOTHING WITH MAIZE-COB

CUTTING THE EDGE

LAST SMOOTHING BEFORE

FIRING THE BRUSH-PILE

TURNING THE RED-HOT VESSEL