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Correlation Guide

(Continued)

The Taking Sides series presents current issues in a debate-style format designed to stimulate student interest and develop critical thinking skills. Each issue is thoughtfully framed with an issue summary, an issue introduction, and a postscript. The pro and con essays—selected for their liveliness and substance—represent the arguments of leading scholars and commentators in their fi elds.

Taking Sides: Clashing Views in Human Resource Management is an easy-to-use reader that presents issues on important topics such as talent acqui-sition, women in corporate levels, employee performance and organizational produc-tivity, and compensation and performance appraisal. For more information on Taking Sides and other McGraw-Hill Contemporary Learning Series titles, visit www.mhhe.com/cls.

This convenient guide matches the issues in Taking Sides: Human Resource Management with the corresponding chapters in three of our best-selling McGraw-Hill Human Resource textbooks by Noe et al., Cascio, and Bernardin.

Taking Sides: Human Resource Management

Human Resource Management, 7/e by Noe et al.

Managing Human Resources, 8/e by Cascio

Human Resource Management, 5/e by Bernardin

Issue 1: Is Affi rmative Action Still Necessary?

Chapter 3: The Legal Environment: Equal Employment Opportunity and SafetyChapter 5: Human Resource Planning and Recruitment

Chapter 3: The Legal Context of Employment Decisions

Chapter 3: The Legal Environment of HRM: Equal Employment OpportunityChapter 5: Human Resource Planning and Recruitment

Issue 2: Will the Americans with Disabilities Act Amendments Act (ADAAA) Be Abused in the U.S. Workplace?

Chapter 3: The Legal Environment: Equal Employment Opportunity and SafetyChapter 6: Selection and PlacementChapter 13: Employee Benefi ts

Chapter 3: The Legal Context of Employment Decisions Chapter 5: Planning for PeopleChapter 7: Staffi ngChapter 15: Safety, Health, and Employee Assistance Programs

Chapter 3: The Legal Environment of HRM: Equal Employment OpportunityChapter 10: Compensation: Base Pay and Fringe Benefi ts Chapter 14: Employee Health and Safety Chapter 12: Managing the Employment Relationship Chapter 4: Work Analysis and Design

Issue 3: Is the “Living Wages” Concept the Best Answer for High Employee Turnover Among Lower-Skilled Employees?

Chapter 10: Employee Separation and Retention

Chapter 2: The Financial Impact of Human Resource Management ActivitiesChapter 11: Pay and Incentive Systems

Chapter 1: Human Resource Management in a Changing Environment

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xx CORRELATION GUIDE

Taking Sides: Human Resource Management

Human Resource Management, 7/e by Noe et al.

Managing Human Resources, 8/e by Cascio

Human Resource Management, 5/e by Bernardin

Issue 4: Should Employees be Allowed to Wear Symbols of Faith to the Workplace?

Chapter 3: The Legal Environment: Equal Employment Opportunity and Safety

Chapter 16: International Dimensions of Human Resource Management

Chapter 3: The Legal Environment of HRM: Equal Employment Opportunity

Issue 5: Are Social Networking Sites Good Recruitment Sources?

Chapter 5: Human Resource Planning and Recruitment

Chapter 6: Recruiting Chapter 5: Human Resource Planning and Recruitment

Issue 6: Are Personality Tests a Good Predictor of Employee Performance?

Chapter 9: Employee Development

Chapter 7: Staffi ng Chapter 6: Personnel Selection

Issue 7: Would Mandatory Background Checks for all Employees Reduce Negligent Hiring Lawsuits?

Chapter 6: Selection and Placement

Chapter 7: Staffi ng Chapter 6: Personnel Selection

Issue 8: Is Cognitive Ability Testing a Good Predictor of Work Performance?

Chapter 8: Performance Management

Chapter 9: Performance Management

Chapter 7: Performance Management and Appraisal

Issue 9: Does the Glass Ceiling Still Exist in U.S. Organizations?

Chapter 1: Human Resource Management: Gaining a Competitive AdvantageChapter 9: Employee Development

Chapter 3: The Legal Context of Employment Decisions

Chapter 3: The Legal Environment of HRM: Equal Employment OpportunityChapter 4: Work Analysis and DesignChapter 9: Career Development

Issue 10: Do Women Make Better Business Leaders?

Chapter 5: Human Resource Planning and Recruitment Chapter 6: Selection and PlacementChapter 9: Employee Development

Chapter 1: Human Resources in a Globally Competitive Business Environment Chapter 4: Diversity at WorkChapter 5: Planning for PeopleChapter 10: Managing Careers

Chapter 3: The Legal Environment of HRM: Equal Employment Opportunity

Issue 11: Does E-Learning Actually Promote Employee Learning and Development?

Chapter 7: Training Chapter 9: Employee Development

Chapter 2: The Financial Impact of Human Resource Management Activities Chapter 8: Workplace Training

Chapter 8: Training and Development

Issue 12: Does Increased Dependence on Laptops, Cell Phones, and PDA’s Hurt Employee Productivity?

Chapter 1: Human Resource Management: Gaining a Competitive Advantage

Chapter 1: Human Resources in a Globally Competitive Business Environment

Chapter 12: Managing the Employment Relationship

Issue 13: Do Unions Help Organizational Productivity?

Chapter 14: Collective Bargaining and Labor Relations

Chapter 11: Pay and Incentive Systems Chapter 13: Union Representation and Collective Bargaining

Chapter 13: Labor Relations and Collective Bargaining

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CORRELATION GUIDE xxi

Taking Sides: Human Resource Management

Human Resource Management, 7/e by Noe et al.

Managing Human Resources, 8/e by Cascio

Human Resource Management, 5/e by Bernardin

Issue 14: Has Merit Pay Lost its Meaning in the Workplace?

Chapter 12: Recognizing Employee Contributions with Pay

Chapter 11: Pay and Incentive Systems

Chapter 11: Rewarding Performance

Issue 15: Do Intrinsic Rewards Provide for Better Employee Retention?

Chapter 5: Human Resource Planning and Recruitment Chapter 8: Performance Management

Chapter 9: Performance ManagementChapter 11: Pay and Incentive Systems

Chapter 11: Rewarding Performance

Issue 16: Is Forced Ranking an Effective Performance Management Approach?

Chapter 8: Performance Management

Chapter 9: Performance Management

Chapter 7: Performance Management and AppraisalChapter 11: Rewarding Performance

Issue 17: Given the Current State of the National Economy, Is Executive Pay Unreasonable?

Chapter 1: Human Resource Management: Gaining a Competitive AdvantageChapter 11: Pay Structure Decisions

Chapter 6: RecruitingChapter 11: Pay and Incentive Systems

Chapter 1: Strategic Human Resource Management in a Changing EnvironmentChapter 5: Human Resource Planning and RecruitmentChapter 10: Compensation: Base Pay and Fringe Benefi ts

Issue 18: Does Attracting, Developing, and Retaining the Millennial Generation Require Signifi cant Changes to the Current HRM Practices?

Chapter 1: Human Resource Management: Gaining a Competitive Advantage

Chapter 1: Strategic Human Resource Management in a Changing EnvironmentChapter 5: Human Resource Planning and Recruitment

Issue 19: Do Human Resource Management Practices Contribute to Increased Firm Performance?

Chapter 1: Human Resource Management: Gaining a Competitive AdvantageChapter 2: Strategic Human Resource ManagementChapter 8: Performance Management

Chapter 2: The Financial Impact of Human Resource Management Activities Chapter 9: Performance Management

Chapter 1: Strategic Human Resource Management in a Changing EnvironmentChapter 7: Performance Management and Appraisal

Issue 20: Is Outsourcing a Good U.S. Business Strategy?

Chapter 1: Human Resource Management: Gaining a Competitive AdvantageChapter 2: Strategic Human Resource ManagementChapter 15: Managing Human Resources Globally

Chapter 1: Human Resources in a Globally Competitive Business Environment Chapter 2: The Financial Impact of Human Resource ManagementChapter 16: International Dimensions of Human Resource Management

Chapter 1: Strategic Human Resource Management in a Changing EnvironmentChapter 2: The Role of Globalization in HR Policy and Practice

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