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Managing
Human Resources 18th Edition

SCOTT A. SNELL SHAD S. MORRIS

Professor of Business Administration, Associate Professor of Management,
University of Virginia Brigham Young University

Australia • Brazil • Mexico • Singapore • United Kingdom • United States

89624_fm_hr_i-xxxii.indd 1 11/17/17 4:21 PM

Managing Human Resources, © 2019, 2016 Cengage Learning, Inc.
Eighteenth Edition
Unless otherwise noted, all content is © Cengage
Scott Snell and Shad Morris
ALL RIGHTS RESERVED. No part of this work covered by the copyright
herein may be reproduced or distributed in any form or by any means,
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Printed in the United States of America

Print Number: 01 Print Year: 2017

89624_fm_hr_i-xxxii.indd 2 11/30/17 4:06 PM

Brief Contents

Part 1 Human Resources Management in Perspective

1 The Rewards and Challenges of Human Resources Management 1
2 Strategy and Human Resources Planning 38

Part 2 Meeting Human Resources Requirements

3 Equal Employment Opportunity and Human Resources Management 84
4 Job Analysis and Job Design 121

Part 3 Developing Effectiveness in Human Resources

5 Expanding the Talent Pool: Recruitment and Careers 152
6 Employee Selection 205
7 Training and Development 241
8 Performance Management 279

Part 4 Implementing Compensation and Security

9 Managing Compensation 318
10 Pay-for-Performance: Incentive Rewards 356
11 Employee Benefits 385
12 Promoting Safety and Health 416

Part 5 Enhancing Employee-Management Relations

13 Employees Rights and Discipline 448
14 The Dynamics of Labor Relations 481

Part 6 Expanding Human Resources Management Horizons

15 International Human Resources Management 515
16 Implementing HR Strategy: High-Performance Work Systems 556

Integrative Cases 585

Glossary 611
Name Index 622
Organization Index 624
Subject Index 627

iii

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Contents

Part 1 Human Resources Management in Perspective

Chapter 1 T
he Rewards and Challenges of
Human Resources Management 1
1.1 Why Should You Study Human Resources Management? Will It Pay Off? 2
1.1a Human Capital and Organizational Culture 3
1.2 Strategic and Global Challenges 5
1.2a Responding Strategically to Changes and Disruptions in the Marketplace 5
1.2b Competing, Recruiting, and Staffing Globally 7
1.2c Setting and Achieving Corporate Social Responsibility and Sustainability Goals 9
1.3 Technology Challenges 10
Highlights in HRM 1: Factors to Consider When Evaluating a
Human Resources Information System 14
1.4 Productivity and Cost Challenges 15
1.4a Maximizing Productivity 15
1.4b Managing the Size of the Workforce 15
1.4c Managing Pay and Benefits 16
1.5 Employee Challenges 18
1.5a Responding to the Demographic and Diversity Challenges
of the Workforce 18
1.5b Educational Shifts Affecting the Workforce 23
1.5c Adapting to Cultural and Societal Changes
Affecting the Workforce 24
1.6 The Role HR Managers Play and Their Partnership with Other Managers 27
1.6a Responsibilities of Human Resource Managers 28
1.6b Competencies Human Resource Managers Require 29
Highlights in HRM 2: SHRM Code of Ethical and Professional Standards
in Human Resource Management 30
Summary 32
Key Terms 33
Discussion Questions 33
Case Study 1: New HR Strategy Makes Lloyd’s a “Best Company” 34
Case Study 2: Shell’s Top Recruiter Takes His Cues from Marketing 34
Notes and References 36

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Contents v

Chapter 2 Strategy and Human Resources Planning 38

2.1 Strategic Planning and Human Resources Planning 39
2.1a Strategic Planning and HR Planning:
Linking the Processes 40
2.2 Step One: Mission, Vision, and Values 42
2.2a Developing a Mission Statement 42
2.2b HR’s Role in Establishing and Reinforcing a Firm’s Mission,
Vision, and Values 43
2.3 Step Two: External Analysis 43
2.3a The Business Environment 44
2.3b The Competitive Environment 45
2.3c HR’s External Analysis 48
Highlights in HRM 1: HRM Metrics 50
2.4 Step Three: Internal Analysis 50
2.4a Core Capabilities 51
2.4b Sustaining a Competitive Advantage
Through People 52
2.4c Types of Talent and Their Composition
in the Workforce 52
2.4d Corporate Culture 54
2.4e Forecasting 56
Highlights in HRM 2: HR Planning and Strategy Questions
to Ask Business Managers 58
2.4f Assessing a Firm’s Human Capital Readiness:
Gap Analysis 61
Highlights in HRM 3: Succession-Planning Checklist 62
2.5 Step Four: Formulating a Strategy 64
2.5a Corporate Strategy 64
2.5b Business Strategy 66
2.5c HR Strategy 67
2.6 Step Five: Executing a Firm’s Strategy 67
2.6a HR’s Role in Strategy Execution 69
2.7 Step Six: Evaluation 70
2.7a Evaluating a Firm’s Strategic Alignment 70
Summary 73
Key Terms 74
Discussion Questions 74
HRM Experience: Customizing HR for Different Types
of Human Capital 75
Case Study 1: How a Strategy Change Led to Nike’s Formation 75
Case Study 2: Domino’s Tries to Get Its Strategic Recipe Right 76
Notes and References 78

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vi Contents

Appendix: Calculating Employee Turnover

and Absenteeism 80
A.1 Employee Turnover Rates 80
A.1a Computing the Turnover Rate 80
A.1b Determining the Costs of Turnover 81
A.2 Employee Absenteeism Rates 81
A.2a Computing Absenteeism Rates 81
Highlights in HRM 4: Costs Associated with the Turnover of One Computer Programmer 82
A.2b Comparing Absenteeism Data 82
A.2c Costs of Absenteeism 83
A.2d Absenteeism and HR Planning 83

Part 2 Meeting Human Resources Requirements

Chapter 3 E
qual Employment Opportunity
and Human Resources Management 84
3.1 Historical Perspective of EEO Legislation 86
3.1a Changing National Values 86
3.1b Early Legal Developments 87
3.2 Government Regulation of Equal Employment Opportunity 88
Highlights in HRM 1: Test Your Knowledge of Equal Employment Opportunity Law 89
3.2a Major Federal Laws 89
3.2b Other Federal Laws and Executive Orders 97
3.2c Fair Employment Practice Laws 98
3.3 Other Equal Employment Opportunity Issues 98
3.3a Sexual Harassment 98
Highlights in HRM 2: Questions Used to Audit Sexual Harassment
in the Workplace 100
3.3b Sexual Orientation 100
3.3c Immigration Reform and Control 102
3.3d Emerging Employment Discrimination Issues 102
3.4 U niform Guidelines on Employee Selection Procedures 104
3.5 Enforcing Equal Employment Opportunity Legislation 106
3.5a Record-Keeping and Posting Requirements 106
3.5b Processing Discrimination Charges 106
Highlights in HRM 3: EEOC Poster Supplement for 2016 107
3.5c Preventing Discrimination Charges 109
3.6 Affirmative Action and Diversity Management 109
3.6a Court Decisions 110
Highlights in HRM 4: Basic Steps in Developing an Effective
Affirmative Action Program 111
3.6b Beyond Affirmative Action: Leveraging Diversity 112

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Contents vii

Highlights in HRM 5: Embracing Diversity and Leveraging

Employee Differences 113
Summary 113
Key Terms 114
Discussion Questions 114
Case Study 1: Going to the Dogs 115
HRM Experience: Sexual Harassment: A Frank Discussion 116
Case Study 2: Misplaced Affections: Discharge for
Sexual Harassment 116
Notes and References 118

Appendix: Determining Adverse Impact 120

A.1 The Four-Fifths Rule 120

Chapter 4 Job Analysis and Job Design 121

4.1 What Is a Job Analysis and How Does It Affect
Human Resources Management? 123
4.1a Major Parts of the Job Analysis 125
4.2 Sources of Job Analysis Information 126
4.2a Controlling the Accuracy of the Job Data Collected 126
4.2b Other Sources of Job Analysis Information 126
Highlights in HRM 1: Job Analysis Interview Questions 127
4.2c Parts of a Job Description 130
Highlights in HRM 2: An Example of a Job Description 132
4.2d Writing Clear and Specific Job Descriptions 133
4.3 Job Design 133
4.3a Ergonomics 134
4.3b Enrichment 135
Highlights in HRM 3: Empowered Employees
Achieve Results 138
4.4 Employee Teams and Flexible Work Schedules 139
4.4a Employee Teams 139
4.4b Flexible Work Schedules 143
Summary 146
Key Terms 146
HRM Experience: Establishing Ground Rules
for a Team’s Success 147
Discussion Questions 147
Case Study 1: The Zappos Experiment 148
Case Study 2: Are Firms Moving Away from Telecommuting? 149
Notes and References 150

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viii Contents

Part 3 Developing Effectiveness in Human Resources

Chapter 5 Expanding the Talent Pool: Recruitment and Careers 152
5.1 Business Strategies and Their Link to Strategic Recruiting 153
5.1a Elements of a Recruiting Strategy 153
Highlights in HRM 1: Marriott’s Recruitment Principles: Living Up to the Employment
Brand 156
5.2 External and Internal Recruiting Methods 159
5.2a External Recruiting Methods 159
Highlights in HRM 2: Making Employee Referral Programs Work 164
Highlights in HRM 3: Making Your Internship Program a Success 166
5.2b Internal Recruiting Methods 168
Highlights in HRM 4: Is a Worker an Independent Contractor—or Not? 169
5.3 Improving the Effectiveness of Recruiting 171
5.3a Using Realistic Job Previews 171
5.3b Surveys and Employee Profiles 172
5.3c Recruiting Metrics 172
5.3d Retention: How Do We Keep Our Talent? 175
5.4 Career Management: Developing Talent over Time 176
5.4a The Goal: Matching the Needs of the Organization to the Needs of Employees 176
5.4b Identifying Career Opportunities and Requirements 178
Highlights in HRM Box 5: Career Path of Jeff Bezos, Founder of Amazon.com 180
5.4c Career Development Initiatives 183
Highlights in HRM 6: Myths about Mentors 184
Highlights in HRM 7: Establishing a Relationship with a Mentor 185
5.5 Developing a Diverse Talent Pool 186
5.5a Women 187
5.5b Minorities 189
5.5c People Who Are Disabled 189
Highlights in HRM 8: Tips for Enhancing a Firm’s Diversity 190
5.5d Veterans 191
5.5e Older Employees 191
Summary 192
Key Terms 193
Discussion Questions 193
HRM Experience: Career Management 194
Case Study 1: A Lifecycle Approach to Talent 194
Case Study 2: Homegrown Talent: Mary Barra Rises to GM’s Top Post 195
Notes and References 196

Appendix: Personal Career Development 199

A.1 Developing Personal Skills and Competencies 199
A.2 Choosing a Career 199

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Contents ix

A.3 Self-Evaluation 199

Highlights in HRM 9: “Must Have” Career Competencies 200
A.3a Interest Inventories 200
A.3b Informational Interviews, Job Shadowing, and Internships 201
A.4 Choosing an Employer 202
A.5 Consider the Boundaryless Career 202
A.6 Keeping Your Career in Perspective 202
Highlights in HRM 10: Questions to Ask Yourself Before
You Accept a Job 203
A.6a Developing Off-the-Job Interests 203
A.6b Balancing Marital and/or Family Life 203
A.6c Planning for Retirement 204
Key Terms 204
Notes and References 204

Chapter 6: Employee Selection 205

6.1 Overview of the Selection Process 206
6.1a Begin with a Job Analysis 207
6.1b Steps in the Selection Process 207
6.1c Obtaining Reliable and Valid Information 207
6.2 Initial Screening 208
6.2a Initial Screening Methods 208
Highlights in HRM 1: What to Include—and Not to Include—on a Job Application
Form 212
6.3 Employment Interviews 212
6.3a Types of Interviews 213
6.3b Methods for Administering Interviews 214
Highlights in HRM 2: Sample Situational Interview Question 215
Highlights in HRM 3: Hiring Managers Reveal Mistakes Candidates Make during Job
Interviews 216
6.3c Diversity Management: Could Your Questions Get You into
Legal Trouble? 217
6.4 Post-Interview Screening 217
6.4a Reference Checks 217
Highlights in HRM 4: Appropriate and Inappropriate Interview Questions 218
6.4b Background Checks 218
Highlights in HRM 5: Sample Reference-Checking Questions 219
6.5 Preemployment Tests 220
6.5a Types of Tests 221
6.5b Determining the Validity of Tests 227
6.6 Reaching a Selection Decision 229
6.6a Summarizing Information about Applicants 229
6.6b Decision-Making Strategy 231
6.6c Final Decision 233

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x Contents

Summary 234
Key Terms 235
Discussion Questions 235
HRM Experience: Designing Selection Criteria and Methods 236
Case Study 1: Job Candidate Assessment Tests Go Virtual 236
Case Study 2: Pros and Cons of Cleaning Up the “Resu-mess” 237
Notes and References 238

Chapter 7 Training and Development 241

7.1 The Scope of Training 242
7.1a A Strategic Approach to Training 243
7.2 Phase 1: Conducting the Needs Assessment 244
7.2a Organization Analysis 245
7.2b Task Analysis 246
7.2c Person Analysis 247
7.3 Phase 2: Designing the Training Program 247
7.3a Developing Instructional Objectives 247
Highlights in HRM 1: A Competency Assessment for a Managerial Position 248
7.3b Assessing the Readiness and Motivation of Trainees 248
7.3c Incorporating the Principles of Learning 249
7.3d Characteristics of Instructors 252
7.4 P hase 3: Implementing the Training Program—Training Delivery Methods 253
7.5 Additional Training and Development Programs 262
7.5a Orientation and Onboarding 262
Highlights in HRM 2: Checklist for Orienting New Employees 263
7.5b Basic Skills Training 264
7.5c Team Training 264
7.5d Cross-Training 266
7.5e Ethics Training 267
7.5f Diversity and Inclusion Training 267
7.6 Phase 4: Evaluating the Training Program 268
7.6a Criterion 1: Reactions 269
7.6b Criterion 2: Learning 269
7.6c Criterion 3: Behavior 269
7.6d Criterion 4: Results, or Return on Investment (ROI) 270
Highlights in HRM 3: Benchmarking HR Training 271
Summary 271
Key Terms 272
Discussion Questions 272
HRM Experience: Training and Learning Principles 273
Case Study 1: Whirlpool Mixes Up Its Managerial Training: Closed-Looped Method Brings
Learning Full Circle 273

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Contents xi

Case Study 2: Loews Hotels: Training for Four-Diamond Service and More 274
Notes and References 275

Chapter 8 Performance Management 279

8.1 Performance Management Systems 280
8.1a The Purposes of Performance Management 280
8.1b Why Performance Management Systems Sometimes Fail 282
8.2 Developing an Effective Performance Management System 284
8.2a What Are the Performance Standards? 284
8.2b Do Your Performance Reviews Comply with the Law? 287
8.2c Sources of Performance Review Information 288
8.2d Putting It All Together: 360-Degree Evaluations 290
8.2e Training Appraisers 291
8.3 Performance Review Methods 295
Highlights in HRM 1: Supervisor’s Checklist for a Formal Performance Review Meeting 296
8.3a Trait Methods 296
Highlights in HRM 2: A Graphic Rating Scale with Comments 297
Highlights in HRM 3: Example of a Mixed-Standard Scale 298
8.3b Behavioral Methods 298
8.3c Results Methods 299
Highlights in HRM 4: BARS and BOS Examples 300
Highlights in HRM 5: A Balanced Scorecard that Translates to a Personal Scorecard 302
8.3d Which Performance Review Method Should You Use? 302
8.4 Performance Review Meetings and Feedback Sessions 303
8.4a Types of Performance Review Meetings and Feedback Sessions 304
8.4b Conducting the Performance Review Meeting
or Feedback Session 304
8.4c Improving Performance 307
Summary 309
Key Terms 310
Discussion Questions 310
HRM Experience: Performance Diagnosis 311
Case Study 1: Adobe Ditches Formal Performance Reviews—And Wants to Help Other
Companies Do So Too 311
Case Study 2: “Project Oxygen” Resuscitates Google’s Poor-Performing Bosses 313
Notes and References 314

Part 4 Implementing Compensation and Security

Chapter 9 Managing Compensation 318
9.1 What Is Compensation? 319
9.2 Strategic Compensation 320

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xii Contents

9.2a Linking Compensation to Organizational Objectives 321

9.2b The Pay-for-Performance Standard 323
9.2c The Bases for Compensation 326
9.3 Compensation Design—The Pay Mix 326
9.3a Internal Factors 327
Highlights in HRM 1: Comparison of Compensation Strategies 330
9.3b External Factors 330
9.4 Job Evaluation Systems 333
9.4a Job Ranking System 333
9.4b Job Classification System 333
9.4c Point System 334
9.4d Work Valuation 335
9.4e Job Evaluation for Management Positions 335
9.5 Compensation Implementation—Pay Tools 336
9.5a Wage and Salary Surveys 336
Highlights in HRM 2: Bureau of Labor Statistics National Compensation Survey 337
9.5b The Wage Curve 340
9.5c Pay Grades 340
9.5d Rate Ranges 341
9.5e Competence-Based Pay 343
9.6 Government Regulation of Compensation 344
Highlights in HRM 3: Minimum Wage Laws in the States 345
Highlights in HRM 4: Worldwide Minimum Wages 346
Highlights in HRM 5: The Federal Wage Poster 347
9.7 Compensation Assessment 348
Summary 350
Key Terms 350
HRM Experience: Why This Salary? 351
Discussion Questions 351
Case Study 1: Pay Decisions at Performance Sports 352
Case Study 2: An In-N-Out Pay Strategy: Costa Vida’s Decision to Boost Pay 352
Notes and References 353

Chapter 10 Pay-for-Performance: Incentive Rewards 356

10.1 Strategic Reasons for Incentive Plans 357
10.1a Incentive Plans as Links to Organizational Objectives 358
10.1b Requirements for a Successful Incentive Plan 359
10.2 Setting Performance Measures 360
Highlights in HRM 1: Setting Performance Measures—The Keys 361
10.3 Administering Incentive Plans 361
10.4 Individual Incentive Plans 362
10.4a Piecework 362

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Contents xiii

10.4b Standard Hour Plan 363

10.4c Bonuses 363
10.4d Merit Pay 364
10.4e Incentive Awards and Recognition 365
Highlights in HRM 2: Lessons Learned: Designing Effective Team Incentives 367
10.4f Sales Incentives 368
10.5 Group Incentive Plans 369
10.5a Team Compensation 370
10.5b Gainsharing Incentive Plans 370
10.6 Enterprise Incentive Plans 372
10.6a Profit Sharing Plans 372
10.6b Stock Options 373
10.6c Employee Stock Ownership Plans 373
Highlights in HRM 3: How Stock Option Plans Work 374
10.7 Incentives for Professional Employees 375
10.8 Incentives for Executives 376
10.8a The Executive Pay Package 376
10.8b Executive Compensation: Ethics and Accountability 378
10.8c Executive Compensation Reform 379
Summary 379
Key Terms 380
Discussion Questions 380
HRM Experience: Awarding Salary Increases 381
Case Study 1: United States Auto Industry Back on Top … of CEO Pay 381
Case Study 2: Team-Based Incentives: Not Your Usual Office 382
Notes and References 383

Chapter 11 Employee Benefits 385

11.1 Elements of a Successful Benefits Program 386
11.1a Selecting Benefits 387
11.1b Administering Benefits 388
11.1c Communicating Employee Benefits 388
11.2 Employee Benefits Required by Law 394
11.2a Social Security Insurance 394
Highlights in HRM 1: A Personalized Statement of Benefits Costs 395
Highlights in HRM 2: Who Is Eligible to Collect Disability Payments under the
Social Security Act? 397
11.2b Unemployment Insurance 397
11.2c Workers’ Compensation Insurance 398
11.2d COBRA Insurance 398
11.2e Benefits Provided by the Patient Protection
and Affordable Care Act 399

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xiv Contents

11.2f Benefits Provided under the Family

and Medical Leave Act 399
Highlights in HRM 3: Your Rights under the Family and Medical Leave Act 401
11.3 Work-Life Discretionary Benefits 402
11.3a Child and Elder Care 402
11.3b Payment for Time Not Worked 403
11.3c Life Insurance 405
11.3d Long-Term Care Insurance 406
11.3e Other Benefits and Services 406
11.3f Pension Plans 407
11.3g Domestic Partner Benefits 410
Summary 410
Key Terms 411
Discussion Questions 411
HRM Experience: Understanding Employer Benefit Programs 412
Case Study 1: Adobe’s Family-Friendly Benefits: An Unexpected Backlash 412
Case Study 2: Evaluate the Work-Life Climate in Your Company 413
Notes and References 414

Chapter 12 Promoting Safety and Health 416

12.1 Safety and Health: It’s the Law 417
12.1a OSHA’s Coverage 417
12.1b OSHA Standards 417
12.1c Enforcing OSHA Standards 420
12.1d OSHA Consultation Assistance 422
12.1e Responsibilities and Rights under OSHA 422
Highlights in HRM 1: What Are My Responsibilities under the OSH Act? 424
12.2 Promoting a Safe Work Environment 425
12.2a Creating a Culture of Safety 425
12.2b Enforcing Safety Rules 426
12.2c Investigating and Recording Accidents 426
Highlights in HRM 2: Test Your Safety Smarts 427
12.2d Safety Hazards and Issues 427
Highlights in HRM 3: Emergency Readiness Checklist 432
12.3 Creating a Healthy Work Environment 433
12.3a Ergonomics 433
12.3b Health Hazards and Issues 433
Highlights in HRM 4: Job Safety and Health Protection Poster 434
12.3c Building Better Physical and Emotional
Health among Employees 438
Summary 442
Key Terms 443

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Contents xv

Discussion Questions 443

Case Study 1: Rambo Goes Violent 444
Case Study 2: Too Much Fatigue and Stress? You Decide 444
Notes and References 445

Part 5 Enhancing Employee-Management Relations

Chapter 13 Employees Rights and Discipline 448
13.1 Employee Rights and Privacy 449
13.1a Employee Rights versus Employer Responsibilities 449
13.1b Negligent Hiring 450
13.1c Job Protection Rights 450
Highlights in HRM 1: Examples of Employment-at-Will Statements 456
13.1d Privacy Rights 457
13.1e Digital Surveillance 459
13.2 Disciplinary Policies and Procedures 466
13.2a The Result of Inaction 466
13.2b Setting Organizational Rules 467
13.2c Investigating a Disciplinary Problem 467
13.2d Approaches to Disciplinary Action 469
13.2e Discharging Employees 470
13.2f Alternative Dispute Resolution Procedures 472
13.3 Managerial Ethics in Employee Relations 475
Summary 475
Key Terms 476
Discussion Questions 476
Case Study 1: Discharged for Off-Duty Behavior 476
Case Study 2: You Can’t Fire Me! Check Your Policy 477
Notes and References 478

Chapter 14 The Dynamics of Labor Relations 481

14.1 The Labor Relations Process 482
14.1a Why Employees Unionize 484
14.1b Challenges of Unions to Management 486
14.1c Union Avoidance Practices 486
14.1d Organizing Campaigns 487
Highlights in HRM 1: Test Your Labor Relations Know-How 490
Highlights in HRM 2: What Happened to the American Labor Union? 491
14.1e Employer Tactics Opposing Unionization 492
Highlights in HRM 3: United Food and Commercial Workers International Union
Authorization Card 493

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xvi Contents

14.1f How Employees Become Unionized 493

14.1g NLRB Representation Election 493
Highlights in HRM 4: Employer “Don’ts” during Union
Organizing Campaigns 494
Highlights in HRM 5: NLRB Election Poster 496
14.2 The Bargaining Process 497
14.2a Preparing for Negotiations 497
14.2b Gathering Bargaining Data 498
14.2c Developing Bargaining Strategies and Tactics 498
14.2d Negotiating the Labor Agreement 499
14.2e Good-Faith Bargaining 499
14.2f Interest-Based Bargaining 499
14.2g Management and Union Power in Collective Bargaining 500
14.2h Resolving Bargaining Deadlocks 502
14.3 The Labor Agreement 502
14.3a The Issue of Management Rights 502
Highlights in HRM 6: Items in a Labor Agreement 503
14.3b Union Security Agreements 504
14.4 Administration of the Labor Agreement 504
14.4a Negotiated Grievance Procedures 504
14.4b Grievance Arbitration 504
14.5 Contemporary Challenges to Labor Organizations 506
14.5a Decrease in Union Membership 506
14.5b Globalization and Technological Change 507
Summary 508
Key Terms 509
Discussion Questions 509
HRM Experience: Learn about Unions 510
Case Study 1: The New Union Battles: Public Unions vs.
Rich World Governments 510
Case Study 2: The Arbitration Case of Jesse Stansky 511
Notes and References 513

Part 6 Expanding Human Resources Management Horizons

Chapter 15 International Human Resources Management 515
15.1 Analyzing Your International Environment 516
15.1a Political Factors 517
15.1b Economic Factors 517
15.1c Sociocultural Factors 518
15.1d Technological Factors 519
15.1e Analyzing Your International Operations 520

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Contents xvii

15.2 Managing Your International Operations 522

15.2a Recruiting Internationally 524
15.2b Selecting Employees Internationally 527
Highlights in HRM 1: Skills of Expatriate Managers 529
15.2c Training and Development 530
15.2d Content of Training Programs 531
Highlights in HRM 2: Nonverbal Communications in Different Cultures 533
Highlights in HRM 3: Repatriation Checklist 537
15.3 Compensation 538
15.3a Compensation of Host-Country Employees 538
15.3b Compensation of Host-Country Managers 540
15.3c Compensation of Expatriate Managers 541
15.3d Performance Appraisal 542
15.4 Analyzing the International Labor Environment 545
15.4a Collective Bargaining in Other Countries 546
15.4b International Labor Organizations 547
15.4c Labor Participation in Management 548
Summary 548
Key Terms 549
Discussion Questions 549
HRM Experience: An American (Expatriate) in Paris 550
Case Study 1: How about a 900 Percent Raise? 550
Case Study 2: A “Turnaround” Repatriate Plan: U.S. Company Moves Indian
Workers Back Home 551
Notes and References 552

Chapter 16 I mplementing HR Strategy: High-Performance Work

Systems 556
16.1 Fundamental Principles 558
16.1a Egalitarianism and Engagement 559
16.1b Shared Information and Trust 560
16.1c Knowledge Development 561
16.1d Performance-Reward Linkage 561
16.2 Designing High-Performance Work Systems 562
16.2a Work-Flow Design and Teamwork 562
16.2b Complementary Human Resources Policies and Practices 563
16.2c Supportive Information Technologies 566
16.3 Strategic Alignment 567
16.3a Ensuring Horizontal Fit 567
16.3b Establishing Vertical Fit 568
16.3c Assessing Strategic Alignment: The HR Scorecard 568
16.4 Implementing the System 568

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xviii Contents

Highlights in HRM 1A: Diagnosing Horizontal Fit 569

16.4a Building a Business Case for Change and Engaging Stakeholders 569
Highlights in HRM 1B: Testing the Alignment of the HR System with HR Deliverables 570
Highlights in HRM 1C: Testing the Alignment of HR Deliverables 570
16.4b Establishing a Communications Plan 572
16.4c Evaluating and Sustaining the Success of the System 573
16.5 Outcomes of High-Performance Work Systems 575
16.5a Employee Outcomes and Quality of Work Life 575
16.5b Organizational Outcomes and Competitive Advantage 575
Summary 577
Key Terms 577
Discussion Questions 577
HRM Experience: Assessing the Strategic Fit of High-Performance Work Systems 578
Case Study 1: How Implementing an HPWS Fortified the Snack-Food Maker Snyder’s-Lance 579
Case Study 2: Whole Foods Market Faces Whole New Challenge 580
Notes and References 581

Integrative Cases 585

Glossary 611
Name Index 622
Organization Index 624
Subject Index 627

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Preface

The 18th edition of Managing Human Resources will place your students at the fore-
front of understanding how organizations can gain a sustainable competitive advantage
through people. Today’s HR managers play an active role in the strategic planning and
decision making within their organizations. Those managers who are good at it have a
major impact on the success of their firms and elevate human resources in terms of its
importance in the C-suites of their organizations. But human resources management
is not limited to the HR staff. The best organizations recognize that managing people
is the job of every manager, working in partnership with HR.
Each edition of the book highlights the changes human resources management
is undergoing but reveals that the goal of utilizing an organization’s talent in the best
way possible never changes. Consequently, the purpose of this book is always twofold:
(1) to equip students with the tools and practices of HR management and give them
an appreciation for the changes they can make by understanding how best to manage
people, and (2) to present the most current challenges and opportunities graduating
students will face when it comes to today’s human resources management environment.
These challenges exist both for those who will become HR managers and those who
will go on to become other types of managers.
Toward that end, the first chapter of the book lays out in broad terms the key
challenges in HRM today. It includes a discussion of the HR strategies pursued by
firms and the importance of retaining and motivating employees in the process. Other
aspects broached include the strategies companies are using to continue to try to control
health care costs; how social media is affecting hiring, human resources management,
and employees’ privacy rights; and how good human resources practices can help a
firm achieve its corporate social responsibility and sustainability goals and make it an
employer of choice. The chapter also discusses the important partnership with line
managers and the competencies required of HR management. The textbook contin-
ues with the introduction, explanation, and discussion of the individual practices and
policies that make up HRM. We recognize the manager’s changing role and emphasize
current issues and real-world problems and the policies and practices of HRM used to
meet them.
Strategy and talent have become such central concerns of HR today that we con-
tinue to emphasize the topic in this edition of the book in Chapter 2. Chapter 5 focuses
on expanding and managing the talent pool in organizations. Employee diversity and
inclusion, and how firms can leverage all types of differences among their workers to
their strategic advantage, are examined.
Organizations in today’s competitive world are discovering that it is how the
individual HR topics are combined that makes all the difference. Managers typically

xix

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xx Preface

don’t focus on HR issues such as staffing, training, and compensation in isolation

from one another. Each of these HR practices should be combined into an overall
system—one that furthers a firm’s strategy by enhancing employee involvement and
productivity. Managing Human Resources ends with a final chapter that focuses on
how high-performance work systems (HPWSs) are used to implement these strate-
gies. We outline the strategic processes used to implement HPWSs, including work-
flow design, HR practices, management processes, and supporting technologies as
well as the outcomes of an HPWS that benefit both the employee and the organiza-
tion as a whole.

Streamlined Coverage
Today’s students are extremely busy. They want to know what they need to learn and
be able to learn it as quickly as possible. Instructors also want to be able to cover all
of the material they want to teach during a semester. To help both groups, we made
a special effort to streamline our coverage in this edition. We did so without sacrific-
ing key material but by shortening the copy to make it readable and deleting extra-
neous information reviewers have indicated may be “TMI” (too much information)
for their students. Students and instructors will find that the copy is briefer, clearer,
and more engaging.

New Cutting-Edge Content

As with other editions, a great deal of new information is provided in this revision to
accurately reflect HRM in today’s business world and help the reader understand today’s
HRM issues more effectively. Examples include the concerns of Millennial and Generation
Z employees, and how Big Data, HR analytics, mobile technology, and social media are
profoundly affecting the field, and the effects artificial intelligence and automation are
having. Ever-changing international HR concerns are covered, including the work-visa
challenges facing U.S. firms, immigration, human rights issues, global rights issues such as
data protection, and intellectual property rights. The International Labor Organization’s
“Agenda 2030 for Sustainable Development,” which places decent work for all at the heart
of the ILO’s current initiatives, resulted in numerous updates. Of course, the 18th edition
also includes a complete update of all laws, administrative rulings and guidelines, and
court decisions governing HRM. We also show a recent shift in the interest of Millennials
who are seeing collective action through unions as much more aligned with their interests
than previous generations.
Lastly, in addition to the changes we have already mentioned, to help instructors
incorporate the new material discussed into their courses, the following is a list of
chapter-by-chapter additions:

Chapter 1
•• Updated discussion on international trade, Brexit, and the H-1B visa debate.
•• The loss of middle-class jobs in the United States and new technology affecting
HR, such as robotics and automation.
•• New coverage on the employee experience.
•• New coverage on Generation Z.
•• Updated information on workforce demographic trends and the progress of
women and minorities in the workplace.

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Preface xxi

Chapter 2
•• Updated information on U.S. labor supply statistics.
•• New section on a firm’s primary and secondary stakeholders.
•• New section and figure on the 4As model (Alignment, Agility, Architecture, and
Ability).
•• New case study on how a strategy change led to the formation of Nike.

Chapter 3
•• New legal interpretations on what reasonable accommodation means for employ-
ees with disabilities.
•• Updated information on how Title VII is being interpreted to prohibit discrimi-
nation based on gender identity or sexual orientation.
•• A list of specific examples of unlawful discrimination against LGBTQ
communities.
•• New research showing how states that enact the federal Employment
Non-Discrimination Act (ENDA) achieve higher levels of innovation than
states that do not enact the act.
•• We expand upon the term “disparate treatment.”
•• New material on how students in universities react to affirmative action.

Chapter 4
•• New coverage of workflow analysis prior to job analysis.
•• New discussion on how a firm’s strategy affects its workflows and job design.
•• New discussion of how companies are using fitness trackers, standing desks, and
other devices to improve the ergonomics in their workplaces.
•• New discussion on workplace democracy, and the work-life balance Millennials
and the members of Generation Z are demanding.
•• New case study on how Zappos eliminated all managerial positions and moved to
a self-management model.

Chapter 5
•• New section on retaining talent.
•• New coverage on the use of games to attract applicants.
•• New information on writing job postings to attract more candidates and the use
of technology to detect biased job postings.
•• New information on the virtual-assistant type technology some companies are
beginning to use to automate the process of posting jobs, searching for candidates
online, scheduling interviews with them, and notifying them of where they stand
in the job hiring process.
•• New case study on Scripps Health’s lifecycle approach to training and retaining
talent.

Chapter 6
•• Updated information on the practice of using the Internet to prescreen candi-
dates and the legal hazards of doing so.
•• Updated information on the “ban the box” movement.

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xxii Preface

•• New coverage on the use of technology and other best practices to eliminate bias
when screening résumés and ranking candidates based on their interviews.
•• New information on the use of Big Data and gamification in preemployment
testing.

Chapter 7
•• Updated coverage on how MOOCs are affecting corporate training.
•• New coverage on experiential learning and the gamification of employee training.
•• Updated information on social media’s role in training.

Chapter 8
•• New coverage reflecting the growing role of coaching rather than formal perfor-
mance appraisals in organizations.
•• New coverage of SMART goals.
•• New coverage on how some firms are using technology to detect biased perfor-
mance appraisals and get a better picture of how well employees are performing.
•• New case study on why Adobe ended formal appraisals and what the company
replaced them with.

Chapter 9
•• How some companies like Zappos are moving from a traditional management
structure to a system where work is organized around roles rather than titles and
teams report to teams rather than supervisors.
•• The movement by tech companies to using objectives and key results (OKR)
systems to tie compensation to objectives.
•• The push for health care professionals to be evaluated based on quality of care
instead of a production model where it is more about quantity of care.
•• New research that shows how competition and recessions can reduce employee
wages.
•• New coverage of locations, such as Glassdoor, to collect salary and other related
data.
•• A list of the highest paying jobs for 2017 in the United States.
•• An updated discussion of minimum age required for employment.
•• Salary rates for the fastest growing jobs in the United States.

Chapter 10
•• Discussion of the new presidential administration’s support for policies that
reward government employees for merit, not just tenure.
•• New discussion of how companies are gamifying incentives and rewards to
improve performance.
•• Updated research on how to design rewards to provide (1) autonomy, (2) oppor-
tunity, and (3) purpose.
•• New research on public sentiment toward CEO pay.

Chapter 11
•• Updated information on the current status of the Patient Protection and Afford-
able Care Act (PPACA).

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Preface xxiii

•• New discussion of workers’ lack of awareness of the employer costs of their

benefits.
•• Updated information on employee leave programs as they relate to the Family
Medical Leave Act.
•• Expanded discussion on how companies can better meet the needs of Millennials
by providing work-life benefits.

Chapter 12
•• Updated research on the financial benefits of health and safety programs.
•• Updated information on U.S. employee injury and safety statistics today.
•• Updated information on how to enforce safety rules.
•• Updated information on workplace violence and antibullying legislation.

Chapter 13
•• Updated information on employee privacy rights at their place of employment.
•• New figures on employer versus employee rights.
•• New information on how employees are protected for blowing the whistle.
•• New discussions and statistics of social media and how it is used and abused by
employees.

Chapter 14
•• A clearer introduction to the chapter that includes current sentiments in the
United States toward unions.
•• Discussion of how the last presidential election impacted unions and their tradi-
tional allegiance to the Democratic Party and U.S. sentiment toward international
trade.
•• New research showing how Millennials relate to collective action—where they
agree and disagree with unions.
•• Some evidence that more professionals are seeing unionization as a viable way to
stabilize employment. A look at recent union movements that aren’t just limited
to companies but more related to social movements (e.g., Fight for 15 and
Occupy Wall Street).
•• Reorganized material to help with chapter flow.

Chapter 15
•• Updated discussions on sentiments about globalization and free trade.
•• Discussion surrounding the new gig economy where many workers are finding
work globally online as independent contractors.
•• Updated discussions of how companies like Microsoft are creating globally
dispersed teams that must work virtually.
•• Updated immigration and foreign worker discussions as they relate to H-1B visas.

Chapter 16
•• New discussion on why higher compensation is generally required when imple-
menting an HPWS.
•• Updated case study on Whole Foods’ HPWS and the challenges the company
faces sustaining it and regaining a competitive advantage.

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xxiv Preface

Features of the Book

Designed to facilitate understanding and retention of the material presented, each
chapter contains the following pedagogical features:
•• Learning Outcomes listed at the beginning of each chapter provide the basis for
the Integrated Learning System. Each outcome is also listed in the margin of the
chapter in which it appears, along with a thought-provoking question designed to
get students thinking about how the related content applies to them personally.
The outcomes are revisited in the chapter summary and discussion questions and
in all of the book’s ancillaries.
•• Small Business Application Boxes. The boxes are designed to help entrepre-
neurs, small business owners, and managers think about how to organize, imple-
ment, and leverage talent and to draw attention to resources designed especially
for them to do so. We feel the coverage is very important because many students
today are very interested in entrepreneurship and will go on to found their
own businesses. Moreover, small businesses provide most of America’s jobs to
workers.
•• Highlights in HRM. This popular boxed feature provides real-world examples
of how organizations perform HR functions. The highlights are introduced in
the text discussion and include topics such as small businesses and international
issues.
•• Key Terms appear in boldface and are defined in margin notes next to the text
discussion. The Key Terms are also listed at the end of the chapter and appear in
the glossary at the end of the book.
•• Figures. An abundance of graphic materials and flowcharts provides a visual,
dynamic presentation of concepts and HR activities. All figures are systematically
referenced in the text discussion.
•• Summary. A paragraph or two for each Learning Outcome provides a brief and
focused review of the chapter.
•• Discussion Questions following the chapter summary offer an opportu-
nity to focus on each of the Learning Outcomes in the chapter and stimulate
critical thinking. Many of these questions allow for group analysis and class
discussion.
•• HRM Experience. An experiential activity designed to simulate HR activities is
included in each chapter.
•• End-of-Chapter Cases. Two case studies per chapter present current HRM issues
in real-life settings that allow for student consideration and critical analysis.
•• Extended Cases. Eleven extended cases are provided at the end of the main text.
These cases use material covered in more than one chapter and provide capstone
opportunities.

MindTap
Managing Human Resources, 18th edition, includes a brand new MindTap learning
experience, powered by a rich array of online resources designed to deliver an all-in-one
solution for learning and retaining the course topics. The following items are included
in the MindTap learning path:
•• An engagement activity designed to stimulate student interest and launch your
classroom discussion.

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Preface xxv

•• A media-rich e-version of the text enhanced with interactive versions of several

figures in the text as additional video content for extra concept coverage and
engagement.
•• A comprehensive auto-graded homework assignment designed to guide stu-
dents from basic comprehension to real-world application of concepts. Robust
feedback is provided within each question to help reinforce understanding as stu-
dents navigate through the new concepts of each chapter.
•• Assignable version of Integrated Case assignments found at the end of the book.
The assignments utilize the power of digital to engage students and grade open-
ended question submissions easier with MindTap.
•• Brand new video “You Make the Decision” exercises designed to enable students
to think like HR managers and teach students to apply concepts taught within the
classroom to real-world scenarios.
•• Quiz assignment that delivers a myriad of question types to measure overall com-
prehension of chapter learning objectives.
•• New Study App that helps students quiz themselves and prepare for upcoming
exams. Practice questions are based on learning objectives within the course,
and correlated to the test bank to provide students with a robust bank to utilize
in their test preparation. Student have the flexibility to decide what chapters to
study, and how many questions they will answer making on-the-go studying
easier, quicker, and exactly what they need.

Instructor Materials
The following instructor support materials are available to adopters online at www.
cengagebrain.com.
•• Instructor’s Resource Guide. The Instructor’s Resource Guide contains a chapter
synopsis and learning objectives; a very detailed lecture outline; answers to the
end-of-chapter discussion questions, notes for decision activities, and end-of-
chapter case studies; solutions to the extended cases in the textbook; and “Flip
Tips” activities to provide ideas for the flipped classroom.
•• Test Bank. Cengage Learning Testing powered by Cognero is a flexible, online sys-
tem that allows you to:
• Author, edit, and manage test bank content from multiple Cengage Learning
solutions.
• Create multiple test versions in an instant.
• Deliver tests from your LMS, your classroom, or wherever you want.
Each test bank chapter provides more than 100 questions, all tagged by learning
objective, AACSB standards, and Bloom’s taxonomy. There are true/false, multiple-
choice, and essay items for each chapter.
•• PowerPoint™ Presentation Slides. These presentation slides will add color
and interest to lectures. Lecture slides also include engagement items such
as video links and discussion questions to enhance the classroom learning
experience.

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xxvi Preface

Acknowledgments
Because preparation of manuscript for a project as large as Managing Human Resources
is a continuing process, we would like to acknowledge the work of those colleagues
who provided thoughtful feedback, and invaluable content expertise for this and the
previous editions of the text. Our appreciation and thanks go to:
Ryan Hall, Chatfield College
Loren Kuzuhara, University of Wisconsin
Kim Fox-Marchetti, Lone Star College
Dale King, Lenoir-Rhyne University
Carol Decker, Tennessee Wesleyan University
Christie Hovey, Lincoln Land Community College
Tony Hunnicutt, College of the Ouachitas
Debra Moody, Virginia Commonwealth University
Dave Quirk, Northwest Christian University
Greg Berezewski, Robert Morris University of Illinois
Avan Jassawalla, SUNY Geneseo School of Business
Jeffrey Moser, Valley City State University
Jonathan Biggane, Fresno State University
Niesha Geoffroy, Golden Gate University
Julia Levashina, Kent State University
Jaime Simmons, Marlboro College Graduate School
Zhaoquong Qin, Langston University
Justin Wareham, Oklahoma City University
Kiristen Jefferson, Southern New Hampshire University
LaSondra Banks, Triton Community College
Misty Resendez, Ivy Tech
Neeley Shaw, Waynesburg University
Rimjhim Banerjee-Batist, Schenectady County Community College
Rhoda Sautner, University of Mary
Robin Sawyer, University of Maryland
Sandra Obilade, Bresica University
Shirley Rijkse, Central Carolina Community College
Weichu Xu, East Stroudsburg University
Steve Ash, University of Akron
Michael Bedell, California State University, Bakersfield
Brad Bell, Cornell University
Katherine Clyde, Pitt Community College
Mary Connerley, Virginia Tech University
Susie Cox, McNeese State University
Paula S. Daly, James Madison University
Sharon Davis, Central Texas College
Douglas Dierking, University of Texas, Austin
Suzanne Dyer-Gear, Carroll Community College
Joe J. Eassa, Jr., Palm Beach Atlantic University
Summer Zwanziger Elsinger, Upper Iowa University
Robert E. Ettl, SUNY Stony Brook
Diane Fagan, Webster University
Angela L. Farrar, University of Nevada, Las Vegas

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Preface xxvii

Lou Firenze, Northwood University

Olene L. Fuller, San Jacinto College
Judith Gordon, Boston College
Rita G. Greer, Spalding University
Mike Griffith, Cascade College
Daniel Grundmann, Indiana University
Adrian Guardia, Texas A&M University, San Antonio
Xuguang Guo, University of Wisconsin, Whitewater
Sally Hackman, Central Methodist College
Kevin Hale, Lonestar College
Mike Hashek, Gateway Technical College
Rich Havranek, SUNY Institute of Technology
Kim Hester, Arkansas State University
Stephen Hiatt, Catawba College
Alyce Hochhalter, St. Mary Woods College
Madison Holloway, Metropolitan State College of Denver
David J. Hudson, Spalding University
Karen Jacobs, LeTourneau University
Avan Jassawalla, SUNY at Geneseo
Michelle Jetzer, Madison College
Nancy M. Johnson, Madison Area Technical College
Jeffrey Johnston, Alpena Community College
Pravin Kamdar, Cardinal Stritch University
Cheryl L. Kane, University of North Carolina, Charlotte
Jordan J. Kaplan, Long Island University
Steve Karau, Southern Illinois University at Carbondale
Joseph Kavanaugh, Sam Houston State University
John Kelley, Villanova University
Dennis Lee Kovach, Community College of Allegheny County
Kenneth Kovach, University of Maryland
Trudy Kroeger, Wisconsin Indianhead Technical College
Chalmer E. Labig, Jr., Oklahoma State University
Alecia N. Lawrence, Williamsburg Technical College
Scott W. Lester, University of Wisconsin, Eau Claire
J. Jonathan Lewis, Texas Southern University
Corinne Livesay, Bryan College
Beverly Loach, Central Piedmont Community College
L. M. Lockhart, Penn State Greater Allegheny
Gloria Lopez, New Mexico Highlands University
Barbara Luck, Jackson Community College
Larry Maes, Davenport University
Jennifer Malfitano, Delaware County Community College
Michael Matukonis, SUNY Oneonta
Doug McCabe, Georgetown University
Lee McCain, Seminole Community College
Marjorie L. McInerney, Marshall University
Veronica Meyers, San Diego State University
Robert T. Mooney, Texas State University
Julia Morrison, Bloomfield College

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xxviii Preface

Jim Nichols, Crown College

Harold Nolan, Georgian Court University
Sue Norton, University of Wisconsin Parkside
David Nye, Kennedy-Western University
Paul Olsen, Saint Michael’s College
Donald Otto, Lindenwood University
Charles Parsons, Georgia Institute of Technology
Dane Partridge, University of Southern Indiana
Bryan J. Pesta, Cleveland State University
Theodore Peters, Hartwick College
David Pitts, Delaware Technical and Community College
Amy Pogue, Valencia College
Alex Pomnichowski, Ferris State University
Victor Prosper, University of the Incarnate Word
Michael Raphael, Central Connecticut State University
Charles Rarick, Barry University
Eladio D. Reid, University of Houston Downtown
June Roux, Salem Community College
Robert Rustic, University of Findlay
Laura L. Sankovich, Capella University
Machelle Schroeder, University of Wisconsin–Platteville
Kelli Schutte, Calvin College
Mike Sciarini, Michigan State University
Tom Sedwick, Indiana University of Pennsylvania
Jim Sethi, University of Montana Western
Patricia Setlik, William Rainey Harper College
William L. Smith, Emporia State University
Norman Solomon, Fairfield University
Emeric Solymossy, Western Illinois University
Carol Spector, University of North Florida
Howard Stanger, Canisius College
Scott L. Stevens, Detroit College of Business
Michael Sturman, Cornell University
Nanette Swarthout, Fontbonne College
Michael T. Korns, Indiana University of Pennsylvania
Karen Ann Tarnoff, East Tennessee State University
Thomas Taveggia, University of Arizona
Donna Testa, Herkimer County Community College
Alan Tillquist, West Virginia State College
Sue Toombs, Weatherford College
Richard Trotter, University of Baltimore
William Turnley, Kansas State University
Catherine L. Tyler, Oakland University
Melissa Waite, The College at Brockport, SUNY
Harvell Walker, Texas Tech University
Barbara Warschawski, Schenectady County Community College
Steve Werner, University of Houston
Liesl Wesson, Texas A&M University
JoAnn Wiggins, Walla Walla University

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Preface xxix

Jim Wilkinson, Stark State College

L. A. Witt, University of New Orleans
Evelyn Zent, University of Washington, Tacoma
Ryan Zimmerman, Texas A&M University
In the manuscript for this edition, we have drawn not only on the current litera-
ture but also on the current practices of organizations that furnished information and
illustrations relating to their HR programs. We are indebted to the leaders in the field
who have developed the available heritage of information and practices of HRM and
who have influenced us through their writings and personal associations. We have also
been aided by students in our classes; by research assistants like Natalie Stoker, Kenne-
rley Roper, and Ashley Fife; by former students; by the participants in the management
development programs with whom we have been associated; by HR managers; and by
our colleagues. In particular, we would like to express our appreciation to Amy Ray
for her helpful insights, research, and editorial support for this edition of the text. She
is a wonderful partner. We appreciate the efforts of everyone at Cengage who helped
develop and produce this text and its supplements. They include: Bryan Gambrel,
Product Director; Jamie Mack, Content Developer; Stephanie Hall, Learning Design
Author; Carol Moore, Digital Content Designer; Michelle Kunkler, Sr. Art Director;
and Rhett Ransom, Product Assistant.
We are also so grateful to our wives—Marybeth Snell and Mindi Morris—who
have contributed in so many ways to this book. They are always sources of invaluable
guidance and assistance. Furthermore, by their continued enthusiasm and support,
they have made the process a more pleasant and rewarding experience. We are most
grateful to them for their many contributions to this publication, to our lives, and to
our families.
Lastly, we would like to say farewell and thank you to long-time coauthor, George
Bohlander, who has been a valued partner for decades and the intellectual backbone
of the franchise. With his departure from the author team, George leaves an enduring
legacy. His experience and insight have given this book its voice for many editions,
and his guidance, counsel, and leadership have proved invaluable. His passion for the
field, his students, and the profession have been inspirational. He is a great mentor,
and friend. And a wonderfully decent man. Thank you, George.

Scott A. Snell
University of Virginia

Shad S. Morris
Brigham Young University

89624_fm_hr_i-xxxii.indd 29 11/17/17 4:21 PM

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of the day; officers and men were full of vexation at having to retire
before troops which they felt themselves capable of beating with any
equal conditions: among themselves there prevailed a simple good
humour.
I rode at different times with the adjutant, the chief of the field
train, and the divisional doctor, all of whom were perfectly cool and
collected. We made different wayside halts, and in the afternoon
drew up in a large village also full of field trains. Here we took rest
and refreshments, while different rumours came in from all quarters:
and in the evening I drove in for news to the staff of the army at
Jaslo, which was now close to the enemy.
From nearly all the regiments of the corps which I had accompanied,
great losses were reported; on the other hand, practically every
infantry attack had been driven off with great loss to the enemy. The
trenches had been left only when the enemy's artillery had made
them untenable. In some parts the systematic ploughing up of whole
given areas had gone so far behind our lines that even approach to
the trenches had been made impossible.
The game was not lost even on this ground, and immediate
measures had been taken for counter-attacks the following day.
Meanwhile Jaslo was under an intermittent but violent bombardment
of aeroplanes; and all the hospitals were being moved to the rear.
I learned that the enemy were making a similar artillery attack on
Tarnow, where I had spent several of my periods of Red Cross work
at the hospitals. The Russian workers in the local Civil Spital had
stayed on to the last and were now under a hot fire, and it was
desired that they should be moved without delay. The Red Cross
authorities had been told that this detachment could be guaranteed
"against capture for the present, but not against artillery fire." I was
commissioned to go and move it.
I found the General of the Transport at the railway station full of
work, but cool and business-like. His was one of the most difficult
tasks, but there was no better head in the Third Army. At three in
the morning he came to tell me that a motor was at my disposal at
once.
At my first stop I was asked to take with me an official of the Red
Cross who had been deprived by contusion of his voice and hearing.
He was in full possession of his senses and wrote down his wishes.
He had been under fire with three hundred wounded in the village
where I had slept the night before. There were other reports more
disquieting. In one advanced bandaging point the German soldiers
had burst in, full of drink and rage, and had bayoneted the staff and,
as we were told, the doctor.
In the early morning I reached an ambulance point managed almost
entirely by the members of one family, the father (who was a retired
divisional doctor), the mother, and their son. To them I handed over
my unhappy companion. Here I had anxious news of the hospital for
which I was making. Tarnow was four miles from the front; on the
German advance nine shells had been fired on the hospital in one
day, and one of them had struck the operating-room and wounded
the lady doctor.
I drove on to the staff of the neighbouring corps to see about
transport, and thence to my destination. There was an ominous
absence of troops, other than retreating field trains. The inhabitants
were all in the streets, alive as it seemed to me with excitement and
expectation. As I drove up, I saw the five plucky sisters waiting on
their balcony. They had already sent away all their Russian wounded
and were ready to start. The wounded civilians, who were Austrian
subjects, and some wounded Austrian soldiers had been housed in
the cellars and would be left to the care of their own people.
This work had all been done in two hours directly after the last
bombardment. The sisters had been given a second George medal
for bravery. They spent the evening on a hill watching the artillery
attack on our troops. It was a ring of fire that simply demolished the
trenches. Attack after attack of the enemy's infantry was beaten off.
One detachment, sent to the support of a neighbouring regiment,
found some of the defenders asleep under the cannonade: they had
beaten off eight attacks. The N Regiment was decimated, but full of
spirit.
All this I learned later. Without any kind of haste or commotion, the
sisters said good-bye to the Austrian wounded and to the kind Polish
sisters who had worked so long with them, and we all started in my
motor. We were soon out of the range of fire, and continued our
journey until we had reached the new headquarters of the Red
Cross, where we were joined a day later by the staff of the army.
May 9.
The details of the Austro-German advance on the Third Army are
now clearer. The Russian advance over the Carpathians was not met
directly, but by a counter-advance on its flank. Here five army corps
were concentrated, some of the fresh troops being drawn from
reserve divisions on the French front, especially in the
neighbourhood of Verdun. The journey across Germany is reckoned
at three to five days, according to whether or not one includes the
mountain marches at the end of the railway journey. Prisoners of the
Prussian Guard tell me that they were given special training in hill
climbing before they started.
Meanwhile, the long months of comparative inaction had been
employed in bringing up the heaviest German and Austrian artillery,
both of which were last summer concentrated on the western front,
and getting the range not merely of the Russian lines, but of squares
which covered a good part of their rear. This was a long and
toilsome operation, as these guns cannot be moved except by
railway or, with great efforts and under good weather conditions, on
roads which have a certain consistency. The potentialities of these
guns are in any case limited; they cannot easily follow up an
advance or get away in case of a rout. They can force the
evacuation of a given area, but it may be possible to manœuvre in
such a way that the general position is but little changed.

It will be remembered that the Austrians during the idle months

have been covering the Russian lines in front of them with a
ceaseless cannonade. This counted for little at the time. The
Austrian artilleryman has only lately developed any accuracy; for a
long time they continued in the most stupid errors of detail; they
hardly ever placed a Russian battery, and evidently the process of
range-finding has been long and very expensive. The Austrians
rarely attempted infantry attack, knowing that they always met their
masters; thus their ceaseless cannonade was not a preparation for
an infantry offensive; and the Russians might even, if necessary,
leave their trenches only partially occupied during the day, keeping
less in those parts which were under the hottest fire and holding the
whole line in force only by night.
It was a very different story when the initiative on this side was
undertaken by the Germans, who use artillery as a preparation for
desperate attacks in close column. The difference in accuracy
between the German and Austrian artillery fire was very soon
discovered to the Russian regiments in front of them; and it was
known that the Prussian Guard Reserve was here. The trenches
were, therefore, occupied in full and held until they became
untenable.
The enemy's advance was at first directed against what was thought
to be the weakest part of the Third Army, namely its right flank,
which had sent a number of reinforcements to the Carpathian wing;
but the alertness of the Russian general on this side produced an
alteration in the plan, and the attack was diverted to the next army
corps eastwards. This corps contained regiments which had had
heavy losses in the previous hill-fighting. A gap was forced between
the two army corps; and the right flank of the threatened corps (the
R Regiment) was crushed by the pounding fire which I have
described under May 3. The regiment retreated in good spirit, but
with the heaviest losses, the O Regiment, holding its ground to the
end, retired with its colonel and some 300 men: the Z Regiment was
severely cut up. In all this fighting practically every infantry attack of
the enemy was beaten back. The next day the impact fell mainly on
the troops which I described on May 4. They held their ground to
the evening and then executed an orderly retreat, coming into line
with the broken forces to the right of them. But on both days a
tremendous cannonade was directed on the division still further
eastward, with the result that some regiments suffered terribly. The
next day a fresh corps, the Caucasians, one of the most famous in
the Russian army, had arrived and went forward boldly to the attack
on the flank of the enemy's advance. The prisoners cannot speak too
highly of the courage of this corps; and it did succeed in stemming
the tide, with such effect that the broken army corps to its right had
in two days reformed and come again into position. But it did not get
as far as the enemy's heavy artillery, and retired fighting rearguard
actions—not much further than the point from which it had started.
I have explained that the whole advance of the enemy was a
counter-stroke to the Russian advance over the Carpathians further
eastwards. The right wing of that advance was now outflanked and
had to retire. Half of this corps succeeded in rectifying its positions
without serious loss; but the other division had the greatest difficulty
in fighting its way through, and lost heavily.
Meanwhile the enemy's attack was extended also westwards,
including the area against which it had been originally directed. Here
the cannonade was furious and the trenches were in many parts
wiped out, all approach to them of reinforcements from the rear
being made almost impossible. But here, too, practically all hostile
infantry attacks were repulsed with heavy loss. Ultimately a retreat
was ordered by the Russians on this side. Results are indefinite
unless they bring one side or the other to a definite line of defence.
The situation resulting from all this fighting was as follows: The
present area of conflict is a square lying between two rivers west
and east (Dunajec and San), with the Vistula on the north and the
Carpathians on the south. The square may now be divided by a
diagonal running from north-west to south-east. On the one side are
the Russians and on the other are the enemy; but the diagonal is
not any natural line of defence, and the operations must be
continued till one side or the other occupies the whole of the square.
The enemy has made a special concentration by depleting other
parts of his line. The respective forces are now at close grips in a
great battle which is likely to last for several days. The enemy's
heavy artillery is not likely to have the same effect as before; and a
successful Russian advance may even endanger its retreat.
There are two obvious deductions from this fighting. The Germans
are risking more and more of their forces in the support of Austria,
or, to speak more accurately, in the defence of Hungary, and in order
to do this they must surely have weakened their western front. They
must secure definite results on the Russian side if their attack here is
to be of value to them, as they may again have to throw their forces
westwards ere long.
May 10.
What a picture these days will leave on the minds of those who have
lived through them. It is only the simple things that count; but they
keep coming back on one in new forms again and again, and that is
why one must repeat oneself so often.
The staff is in no way downhearted; it is sometimes preoccupied,
sometimes cheerful, but always full of vigour. The cause of our
losses has been localised; and there is no sign of panic or hurry in
the search for the necessary remedies. At the bottom of all is this
wonderful confidence of the men and officers who come back
wounded from the front. The Commander of the Army is full of spirit
and energy, and we all consider that we are only halfway through
this battle.
The other hospital institutions have mostly been sent to the rear; but
this period of movement is a time of small advance ambulance
points which dispatch their wounded to the rear at once and
themselves are ready to move at short notice, whether forward or
backward; and the Russian sisters who returned with me from the
front organised at once such an ambulance at the station, going on
duty the same night, and working sometimes fifteen hours or more
at a stretch.
Enemy aeroplanes threw bombs at them every day, and we picked
up several badly wounded at the station, but none of the workers in
the bandaging-room took any notice of the explosions.
The station is a wonderful place—as wonderful as the great station
in Lvov, which I described several months ago. It is crowded with
wounded, lying close together in the family manner of the Russian
peasant. Most are wounded in the hands or the head; this means
that they were under a devastating fire in the trenches which hit
anything that was at all exposed. But there are also many signs of
advance or of infantry attacks beaten off, in wounds of all kinds all
over the body. Every night hundreds of wounded are given clean
bandages and fed with anything that can be bought in a place where
all is movement.
The officers lie here like the rest, separated only by the silent
respect shown to them by the men. The number of wounded officers
is not surprising, for, as I have explained, they stand and walk while
their men are ordered to crawl; but the sacrifice in officers is
particularly impressive.
For me the officers are also sources of information as to the fate of
each of the regiments I have visited. Four jolly N's, three of them
wounded, told me of how their trenches were levelled and how they
retired because there were only shell pits to sleep in; seven officers
led the last counter-attack of this regiment. Of some regiments the
news was that they were practically all gone; in one case the answer
was "The regiment does not exist." Some one asked of one of the
O's where his regiment was to be found: he answered "In the other
world." I learned that three hundred men of this regiment with the
colonel had fought their way back; later, I learned that only seventy-
one were left. The General of this Division told me that he had
reformed and reinforced his men and that they were again at the
front, where he was off to join them. The T's had invited me to join
them when in action, and it was a pure chance that I was directed to
another point. I passed in the street the field trains of this regiment;
the officer riding at the head stopped me and grasped my hand:
"What I wanted to say," he said, "is that the T's are gone, only the
flag is saved." The next day a private with the number of this
regiment came up to me in the street: would I come and see the
Colonel who had just been brought in wounded? I found him at the
quarters of the Commander of the Army. His head was bound up,
but he was seated and writing. General Radko Dmitriev came in and
shook his hand time after time. "Thank you for your splendid stand;
human strength can do no more." The Colonel related that his
entrenchments were demolished with the men in them; one
company was cut off, and forty hands were held up in surrender; he
himself saw how the Germans bayoneted half the number out of
hand; his own men, when only five hundred were left of them, went
on taking prisoners exceeding themselves in number, and rejoiced in
this sign of their moral superiority. Of forty officers and four
thousand men, in the end two hundred and fifty were left.
The enemy was in overwhelming numbers; but prisoners continued
to come in in great batches. I spoke with some of the Prussian
Guard; they were vigorous and contentious, and spoke with small
respect of the Austrians. The war is becoming more and more bitter.
I return to my inevitable conclusion. There has been a big success of
technique; and it has wiped out a number of good lives. Even this
battle is not over, and our own people are advancing at points which
offer hope of better results. The Russian army is firmer than ever,
and more and more men are being poured in. It can win, but only if
it can be given anything like fair conditions; in a word, that the
Germans should be met on their own ground, that of heavy and
more numerous artillery, by every possible united effort of the Allies.
May 13.
I learned that the FF Corps, which contained regiments that I had
twice stayed with, was going to make a determined attempt to turn
the tide. On the heels of this came the news that it had already
begun a daring advance and had taken some heights on the rear of
the enemy's line. I had no means of transport, and was wondering
how to get to this corps when I met in the street a group of soldiers
who were asking who wanted to buy a bicycle for five roubles (ten
shillings). I learned afterwards that a large German cyclist corps had
been cut off by our cavalry. The bicycle was there, so I had a turn on
it and bought it. The handles of the bar were gone, and there was
no bell or lamp; the seat and brake wanted screwing up; otherwise it
was a good machine. I had lost my maps in the retreat, so I went to
one of the adjutants, who sketched for me a map of the district, and
I started off.

My first destination was Dynow, where I was to find the staff of the
SS Corps. The Polish inhabitants whom I asked pointed forward
along a good straight road, and with the wind behind me I made
good way. I passed plenty of troops going both ways, and the
cavalry indulged in friendly banter with me as to who would arrive
first.
Meanwhile, at Dynow things were not at all as we imagined. The FF
Corps further on found that it was advancing into an empty space,
while its neighbour, the SS Corps, was being beset by superior
German forces; there was nothing left for it but to give up its
attempt. The SS Corps arrived at Dynow only to find it already
occupied by the enemy. In instant danger of being cut off, this corps
swerved from the road and went straight forward at a point where it
had to cross two bends of the river. The water was more than breast
high; the two passages were made under a hot fire, and a number
of men were killed or drowned; but the corps made good its retreat,
and indeed served as rearguard from hence to the San line. It was
followed closely and vigorously, the Germans showing the greatest
ardour, which in one case brought on them the most serious losses
at the hands of the Russian artillery. The SS Corps also suffered
severely and was greatly reduced in strength.
I should have ridden straight on to the enemy, but my bicycle
collapsed, and I was misdirected as to the road, so that in the
evening I found myself at quite a different point, not far from the
town of Rzeszow, which I had left in the morning. Making for a
railway station, I found a train waiting and learned the new turn of
events, also that Rzeszow itself was likely to fall into the enemy's
hands.
It was important that this news should reach those with whom I had
been working; but it was twelve hours before any train could move
in this direction, and then it was only an engine that was sent
forward, with one carriage full of high explosives and a colonel in
charge. The colonel and I sat on either side of the engine, and the
driver kept looking out and slowing down to ask news of the
stragglers who were coming from Rzeszow. Of course we got the
usual exaggerated reports; some said that every one had left or was
leaving Rzeszow and that the enemy were just about to enter. Puffs
of shrapnel were to be seen ahead of us, but we made our way
safely into the town.
Here little was known of what was happening; but several plain
signs indicated retreat, and an officer whom I knew kindly gave us
the lead that we required. In the streets there was an unpleasant
silence, and the people seemed to be waiting for something from the
west. The last trains out started with little delay. We looked back on
the smoke of explosions and travelled leisurely and without panic
through a peaceful country, where at each halt the road was lined by
good-natured soldiers resting, eating or chaffing each other on the
embankments, as if there were no war and they were all happy on
the banks of some great Russian river. At one point there was a
small collision, but all was put right without the slightest hurry or
excitement.
May 18.
We had retreated to the San, and the Corps of the Third Army held a
not extensive front, partly in front of and partly behind the river. The
apparently endless file of trains had all made their way along the
single line across the river. Wherever they stopped, the station was
infested by the enemy's aeroplanes; at one time ten of these were
flying along the line. In one day three were brought down, all the
airmen being killed.
The long road picnic on these trains, military or ambulance, shows
the Russian soldier at his best. All content themselves with the
simplest and roughest conditions, and lie anywhere about the
spacious vans or dangle their legs out of the broad doors and talk
cheerily with any who pass. Most of these goods vans are festooned
with boughs.
Of course there is an endless stock of narratives from the life at the
front, always with a complete absence of self, except for a summary
mention of the date and occasion of the narrator's own wound. The
main features are always the same—regiments reduced by sheer
artillery fire to half or a quarter, furious infantry attacks of the enemy
vigorously repelled.
Now that we again had a definite line in front of us, I decided to go
up again. I started on foot in fine evening weather and took a
straight line for a point to the south-west. I was halfway to my
destination when in the failing light I saw a motor, which carried one
of the adjutants of the commander of the army. He beckoned me up,
and explained the day's fighting, at which he had been present. It
was a furious artillery duel; and it was chiefly concentrated at a
different point from that for which I was making. He advised me to
return and to visit this point the next day.
On the following morning I started out, again on foot, with a supply
of big biscuits. Nearing the area of firing, I turned across the fields
and came upon a battery of Russian heavy artillery, which was so
well masked that, though I was looking for it, I did not make it out
until I was only a hundred yards off. I had a talk with the
commander and went on to a neighbouring village which was under
a heavy fire. Here were the staffs of a regiment and of the Division
which I was seeking. On the telephone there was brisk conversation.
I was invited in to lunch, where all business talk was avoided, and I
was given a Cossack to take me to the infantry positions. Heavy
shells were rattling like goods vans over our heads, sometimes three
being in the air at once and all taking the same direction. The
crashes came from some distance behind us. The enemy was
clearing a space in our reserves and among our staffs.
The Cossack was a quaint person, with flashing eyes, who walked
about leading his horse everywhere. When he was told to take me in
the direction of the firing, he murmured something about its being
"the very best." His idea was that we should go on foot, he leading
his horse, from which he was most unwilling to part, because he
would feel lost without it. This was all very well: but the appearance
of any horse near the positions is strictly barred, as it at once calls
forth a more or less accurate fire on the infantry. This it was
hopeless to explain to him; so in the end I left both him and his
horse behind.
I went on to one of the regimental staffs, and obtained two guides
to the respective regiments which I was visiting. I had hardly left
this hut when a bomb fell on it, killing or wounding several of the
staff. We had sheltered ground almost up to the river. The famous
San is here about a hundred yards broad, with a steep further bank
and, on our own side, a long hollow running parallel with the river
and thick with willows and alder; the country in general, except for
some depressions, is quite flat.
I passed along the front of the C regiment. There was hardly a shot
fired, though the enemy could be seen moving on a hill opposite and
was free to approach to the further side of the river. Our own people
had made some progress with their entrenchments, which were not
yet under artillery fire. To the greeting from the English ally, which I
gave as I passed along, there was an interested reception, and the
men put questions as to the western front. One man, when I told
him we were advancing, crossed himself and said "God grant it."
The men had a very difficult part of the stream to guard and could
easily be put under a flanking fire. With two of the officers I stayed
some time; they were cool and keen, but deeply mortified at the loss
of ground for which they had sacrificed so much. We watched the
shells bursting just behind us; and after a time I made my way back
over ground which was often traversed by shells and shrapnel,
usually fired together.
The cannonade became more and more intense in the evening and
lasted all night and into the next day. Some hours after I left the
enemy crossed at the point which I had visited and made good a
footing on our side of the river. In the morning he was driven back
out of our lines; but returning in force, he finally established himself
on our side and forced these regiments to retreat for some miles. A
day later I heard that the German Emperor in person was opposite
to us, just across the river.
May 24.
On the day when I walked along the San, the enemy did not show
themselves in any force till the evening. Then and throughout the
night the tremendous cannonade that they had kept up all day
became more intense, and with the aid of the powerful German
projectors the area to the rear of the Russian lines was swept,
especially at three given points. Here in the evening the enemy
crossed the narrow stream in boats. The railway bridge was mined,
but was left standing as long as possible. An Austrian shell cut the
train of the mine, without exploding it, at a point forty yards on the
Russian side of the river. Masses of the enemy were already at the
bridge when a Russian officer and private went forward and made a
new connexion, which they fired at once. The bridge was blown into
the air, and the two daring Russians were sent flying by the shock,
but remained alive.
At different points the enemy effected a lodgment on the eastern
bank and, where the Russian line was thinnest and held by
regiments already reduced to half or quarter strength in the previous
fighting, the trenches were partly occupied by the Germans or
Austrians. Next morning the Russians made vigorous counter attacks
and recovered the ground lost; but returning in overwhelming force,
the enemy not only regained his hold on the eastern bank but
extended it on either flank and pushed further eastwards.
There followed five days of very severe fighting. The issue at stake
was whether the enemy's successes could still be limited to western
Galicia—or, in other words, whether half or the whole of the territory
conquered by the Russians was now to be flooded by his armies. His
object was, of course, to find room eastward of the San for his
powerful forces and artillery. There were in all five German or
Austrian armies in the area chosen for the enemy's impact. Of these,
two were engaged with the Eighth Russian Army and three were
opposed to our Third Army; these last numbered nine army corps,
including the Reserve Corps of the Prussian Guard and two others
which were drawn from the French front. German heavy artillery,
though apparently of a different calibre from that employed at the
beginning of the Galician battle, took a prominent part in this
fighting; and the Austrians showed better marksmanship than at any
period in the war.
The enemy's advance, however, had slackened before it reached the
San; and the Russians had had time not only to make good a very
spirited retreat but to give their men two days' rest on the eastern
side of the river. These two days were invaluable. Large
reinforcements were hurried up. In the shortest time entrenchments
were thrown up of a kind superior to those held by the Russians
during their long occupation of western Galicia, and very much
better supported. The earlier ruinous effects of the enemy's heavy
artillery were now minimised or even avoided; and the Russian
artillery were in much greater force than before. Above all, the men
proved, if proof were needed, by the vigour of their resistance and
by beating off one German attack after another that the earlier
retreat had been due simply to the enemy's technical superiority in
artillery, and that even a half-annihilated Russian regiment felt itself
to be master as soon as the issue lay with the bayonet.
The enemy daily sent aeroplanes to the Russian rear, in one day ten
at a time, but in at least five cases these were brought down and in
most instances by the fire of musketry and machine guns. In one
comparatively weak spot the Russian infantry was rescued by a few
timely discharges from our artillery, which sent the close column of
Germans running like hares.
Attempt after attempt of the enemy to break through in close
column failed. At certain points the Germans were able to push
home their blow, at others the Russians closed in on their flanks,
driving them back to the river and threatening even their success in
the centre with serious consequences. At one moment the enemy
thought that he was through; but the gap was filled at once from
the large Russian reserves. At another he even launched his cavalry
through what seemed an empty space, and it looked as if he might
find room to develop the favourite German cavalry advance, which
has spread such terror among peaceful inhabitants in other parts;
but without delay the tide was stemmed by Cossacks and Russian
infantry.
The struggle is still going on; but one thing is certain—that the
Russian resistance east of the San has stopped the forward flow of
the German advance. It is a new chapter in the war, and different in
essentials from that which preceded it. News of successful resistance
or of advance comes from the Russian armies on either flank of our
own.
May 27.
The situation seemed to be changing rapidly and at the same time
clearing. There were reports of German attempts to break through
at various points, but all of them seemed to be stopped and our line
was apparently becoming more stable. As I have explained before,
there is a splendid ambulance organisation of the most complete
kind managed by a joint committee of all the Zemstva (or county
councils) of Russia and directed by Prince George Lvov. Apart from a
wide system of hospitals right away to the rear and all over Russia, it
includes ambulance and depôt trains which run almost up to the
very front, and flying columns, giving first aid to the wounded.
These last have attached to them large field transport trains,
adapted to the local roads and working in close touch with the
generals at the front and the military surgeons.
It is always a pleasure to meet with any section of this organisation.
It possesses the free initiative characteristic of self-government, for
the Zemstva members and employés have everywhere volunteered
for this service; and there is in it the healthy sense of open air and a
practical experience at making the best of any conditions.
There was a flying column which I met at the beginning of our
retreat, and which took charge of my baggage. The same column
was now quite near me, and they kindly gave me a lift to the front. I
set out in one of their sensible "two-wheelers" adapted for carrying
the wounded, and travelled a good part of the night to where they
had their park: there I had a splendid sleep in the two-wheeler. The
next day we went on in a long train of carts through pine-woods and
sand, sometimes almost losing our bearings, until we found the
flying column at work in a wood: among the sisters was an English
lady, Miss Hopper, and in a neighbouring flying column of the
Zemstva is another English sister, Miss Flamborough; the others call
them "our allies."
I was told that one of the military doctors wondered whether I was a
spy. As he was going to the staff of the LL Corps, I asked him to
take me with him. Here I had a kind welcome, though I happened to
be without all my papers. Everything seemed to be going better. The
General in command, a man of decision and much humour, was
evidently in good spirits; business was barred at meals; but the
position was explained to me, and it was clear that the enemy was
being held.
I was sent on to one of the Divisions, which had been in action for
about five days. Here, in spite of the rapid changes in the personnel
of the officers, there was the same feeling of confidence and hope.
In the evening I rode out with the General of Division on his visit to
one of the regiments. Everywhere we passed fresh troops coming
up. We found the regimental staff in a wood; though there were
huts quite near, the Colonel preferred a series of elaborate burrows
which had been made in the sand among the trees. Near these
burrows we sat round a table in the twilight, while orderly masses of
grey figures kept passing us in their march forward. This Colonel, a
big genial man with a composure that inspired confidence, soon
dropped into a conversation about old comrades. The General had
commanded the O regiment, and it was painful to hear his inquiries
about one after another of his officers: almost all were gone.
The next day I again visited this regiment and went forward to the
front. The rear was being shelled by the enemy with a good deal of
shrapnel, and this seemed to be going on every day. As I got further
forward I passed line after line of entrenchments and shelters, and
eventually came on the front line, which was admirably complete
and much more detailed than most of the positions which I had yet
seen. The battalion, which was in a wood, was commanded by a fine
young fellow, still a lieutenant, who exposed himself freely but took
the greatest thought for his men. The enemy was only a few
hundred yards off and suddenly opened a hurricane of musketry fire;
practically none but explosive bullets were used; this was quite clear
as they kept crashing into the trees all around us. The men, who
were in fine strength and spirits, did not suffer; and such measures
have been taken that the losses inflicted earlier by the German
heavy artillery are very unlikely to be repeated.
At no time have I seen so marked a difference in the course of a few
days. When I visited the San there was still the atmosphere of the
preceding operations, heroism against odds. Now there was a quiet
confidence for which one could everywhere see the reason—in the
troops that had come up, and the lessons that had been learned.
May 29.
Matters here continue to take a better complexion. Yesterday in the
staff of the LL Corps I was given the sketch-map of the day, which
showed an advance at more than one point. The regiment which I
had last visited had now crossed the little brook in front of its
trenches and also the larger stream which runs at some distance
almost parallel with it. Of this I had painful evidence just outside
headquarters. A man with face bound up had just been brought in
and came forward to me making signs. On the paper which I gave
him he wrote: "I am the Commander of the second battalion of the
Y regiment. Where are you off to now?" It was the fine young
lieutenant whom I had seen a few days back, so proud of his new
command and so brisk and vigorous in all his dispositions. He wrote
that he had been wounded during the attack by an explosive bullet,
such as I had heard crackling against the trees when I was with his
regiment. His mouth was shattered, but he was quite cool and gave
no sign of pain. My companion sent him off at once by motor to the
ambulance.
At another point there had been a more definite advance, which,
coming as it did just where the enemy had made a great effort to
break through, seemed to promise results all along the line. This was
the point that I decided to visit; so I was directed to a cavalry
division from the Caucasus which was stationed there. I
experimented in a new means of conveyance, namely a hand-truck
which worked between our last station and the front. It was a
sporting ride, and we went faster than a good many trains. Just
before I started I was asked to carry word to a badly wounded
officer that a motor was being sent for him. Alighting at a signal-
box, I made my way to the place, and the poor fellow was delighted;
but alas! no motor could make its way over this road, and the young
man died before there were other means of moving him.
Headquarters staff of the Division was a farm building crowded with
fine horses and soldiers. The men wore the long black busbies and
the picturesque flowing uniform of the Caucasus, with decorated
sabres and bandoliers. The General was a patriarchal man with bald
head and long beard, easy of manner and short and conclusive in
speech. He kindly put me up in his own room, and through the night
he seemed to be doing business at a great rate with the minimum of
exertion. Next morning the whole position was shortly and plainly
explained to me; in the night we had taken another village, and
levelled up the line of our advance rightwards. I was sent to see the
corresponding movement on the left.
The General took me with him to one of his Brigadiers, and on the
way in a few vigorous words put renewed heart into two brisk-
looking batteries that lay on our road. The soldier who took me
forward had the day before got a skin wound on the face from
shrapnel, while carrying a message to the staff; it had not prevented
him from returning to the front. The General jocularly told him that
to-day he would probably get one on the other cheek.
As we came out of the wood, we saw a man dodge past us, and the
next minute came the explanation in the shape of a shell. The
railway ran straight forward up the bare slope; and the enemy was
shelling all along this line. A few hundred yards on, behind the
lightest of shelters, was a hole in the ground with a telephone,
which served during action for the staff of the regiment. I asked for
the Colonel, and they pointed to a splendidly built man lying
stretched out on the ground. I thought for a moment that he was
dead, but he was only lying fast asleep under the shrapnel, after the
ceaseless and arduous work of the attack. He stood up and shook
himself like some noble animal, standing in the open, much against
the wish of his officers.
We sat and talked for some hours. The ground where we were had
all been won in the night. Our present positions, temporary and little
developed, were about five hundred yards further up. Our men were
only six hundred yards from the Germans and had orders to advance
by short stages. Some of them had already crept forward two
hundred yards and were throwing up head cover on the ridge of the
slope. Other parts of the ridge were still in the hands of the
Germans; their trenches were plainly visible, and they were firing
down on us, aiming at anything which stood upright.
A soldier was sent by the railway ditch up to the front, so I went
with him. The best plan after all was to walk forward, stepping out
but without hurry. A little beyond the level of our lines I found some
breast-high shelters on the edge of the railway ditch. Here we
posted the bearers, who would wait to attend to the wounded.
One got a near view of all our front. A group of some twenty men
had gone forward together and were entrenching themselves; others
at intervals crept forward on their own initiative on different sides; it
was rather like men at a Salvation meeting, coming in, one by one,
for conversions. As one was halfway up to his comrades, a shrapnel
burst with a flare just above him; he lay still for a few minutes and
then crawled slowly back, evidently wounded. The twenty had hardly
established themselves when three shrapnels and a shell burst at
intervals all along their little line. However, the slow process went
on, and the line was being gradually levelled up to those who were
furthest forward.
This slow advance, inevitable in daytime, is very trying. The moment
of greatest danger was when the men came in full view of the
enemy, who from his trenches could direct his artillery fire with
precision on to the Russian advance. As our men came closer in, this
danger would disappear, for the German artillery in the rear would
be afraid of hitting its own infantry; but this stage was still far off.
I came back to the staff, and when close to it I was noticed and
followed with a little shower of explosive bullets which burst near
me. Beyond the railway, much the same movement was in process,
except that here machine guns were at work. I made my way back
to the wood; shells travelled overhead far to our rear; as each
passed, the wounded men whom I was supporting jerked
instinctively away from me and wished to lie down or seek any
shelter.
I had a long walk back, passing on the way groups of those
wounded who were able to go on foot, and followed for some
distance by two soldiers who were on the lookout for spies.
May 31.
I have had an interesting talk with a German officer, commander of
a battery which was cut off by the Russians in a recent advance on
our side. He comes from the Rhine and has lived long in Hamburg,
and he inspired in his captors the greatest respect by his breeding
and good feeling.
We talked first of Hamburg: he described it as a dead town; trade
there is, but it goes by other roads and most of the profits remain in
neutral countries. The short rations in Germany he insisted were
simply a measure of precaution, and latterly prices had been
lowered; he had a poor opinion of potato bread. Next we talked of
the Rhine Universities, which are practically emptied of students by
the war. There are in the army many volunteers from the age of
sixteen to that of forty-eight, but this is no indication of the
depletion of material for the Army.
We now got on to the main questions; he was very ready to discuss
them and spoke perfectly frankly. I asked on what side Germany
could hope for any deciding success. He admitted at once that no
such point, of the kind that Napoleon used to look for, was to be
found on any side, and he maintained that from the outset, both
militarily and politically, Germany was fighting a purely defensive
war, of course by frequent counter-offensives. In that case, I
suggested, Germany could only have peace by our offering it, that
is, by our getting tired of the war; and surely it was unfortunate that
she had all of us against her at once. In reply he reminded me of the
German word Streber, which means a restless pushing person who
is always disturbing and annoying others. Economically, he said, the
struggle for life in Germany had become almost impossible, of which
he himself had seen many instances. Some outlet was essential, and
this England and the other Powers had united to prevent. I said that
for us English the issue was whether Germany should have things
which we at present possess, and that we were not likely to give
them up without fighting. He quite accepted this. Germany, he said,
was like the troublesome boy of the school, who was dissatisfied and
had a grievance, and was always making things unpleasant for all
the rest, so that there was no wonder if he was not liked. I
suggested that this went too far, if his own old allies, such as Italy,
turned against him. He expressed a natural resentment against Italy,
and said that anyhow here right was on the side of Germany, who
would continue to defend herself to the end. I answered that we
might disagree as to the question of right, but that I could not
understand how any successful issue could be hoped for under such
conditions. He was of my opinion, and twice spoke of the war as a
"catastrophe." I asked, then, why Germany should persist in a policy
which had obviously, especially in the case of Italy, proved to be a
misguided one; we all felt admiration for the magnificent fighting
power of the German army, which might have dealt successfully with
us separately; but it had been set an impossible task. He replied that
England had a long experience as a state and that policy with her
was well thought out; Germany had only some forty years of a
united existence behind her, and the policy which had led to "the
catastrophe" could not, as a policy, be defended. I asked whether it
was likely to be changed, and to this I neither expected nor got any
answer. But it was interesting that, in spite of the great successes in
western Galicia, he described the present mood of the army as
nothing like the first great outburst of enthusiasm at the beginning
of the war.
I was later given an opportunity of examining a German private (a
Hanoverian). This man had been asleep when the Russians stormed
his trenches. I was interested both in the readiness of his answers,
which he gave with a smiling face, and in the answers themselves.
The German heavy artillery was all beyond the San, and troops were
being sent away to the Italian front. Food was poor in Galicia; all the
soldiers were for peace, and there was the same refrain in all the
letters received from home. He had been on the western front near
Reims and had made the railway journey to Neu-Sandec (Nowy
Sacz) in five days. He spoke with especial respect of the first English
troops, of the Russian field artillery and of the accuracy of the
French heavy artillery.
June 7.
I had a talk with a staff officer of the E E Corps on the fortunes of
his corps and on the German methods of advance. The corps had
not been hit so hard as some others by the Austro-German impact;
it helped to cover the retreat to the San, and stood to its ground
beyond the river until one of its neighbours retired. When the enemy
had thus got a footing beyond the river, the E E Corps made a
counter-attack vigorous and successful. But the enemy pushed the
next corps still further back, so that the E E's had also to rectify their
line. However, they continued to make counter-attacks, at one point
gaining about a mile of ground, and they were still holding good.
They had at least the satisfaction of holding the forces of the enemy
which were opposed to them, so that these troops could not move
further along the Russian line to complete their offensive movement.
This record is typical of very much of the Galician fighting, which is
full of such ups and downs of attacks and of counter-attacks, and
only reached decisive results by the employment, at given points, of
an overwhelmingly superior heavy artillery.
The German method is to mass superior artillery against a point
selected and to cover the area in question with a wholesale and
continuous cannonade. The big German shells, which the Russian
soldiers call the "black death," burst almost simultaneously at about
fifty yards from each other, making the intervening spaces practically
untenable. The cannonaded area extends well to the rear of the
Russian lines, and sometimes it is the rear that is first subjected to a
systematic bombardment, the lines themselves being reserved for
treatment later. On one of my visits the divisional and regimental
staffs were being so shelled that the former had to move at once
and one of the latter was half destroyed; but meanwhile there was
hardly a shot along the actual front. In this way confusion is created,
and reinforcements and supply are made difficult. It is the wholesale
character of these cannonades that make their success, for there is
nowhere to which the defenders can escape. The whole process is,
of course, extremely expensive.
When a considerable part of the Russian front has thus been
annihilated, and when the defenders are, therefore, either out of
action or in retreat, the enemy's infantry is poured into the empty
space and in such masses that it spreads also to left and right,
pushing back the neighbouring Russian troops. Thus the whole line
is forced to retire, and the same process is repeated on the new
positions.
When success in one district has thus been secured, the German
impact is withdrawn and again brought forward at some further part
of the Russian front. In other words, the German hammer,
zigzagging backwards and forwards, travels along our front, striking
further and further on at one point or another, until the whole front
has been forced back.
The temper of this corps, as of practically all the others, is in no
sense the temper of a beaten army. The losses have been severe;
but with anything like the artillery equipment of the enemy, both
officers and men are confident that they would be going forward.
June 10.
I rode over dull country on my way to the SS Corps, one of whose
divisions I had visited a week or so before. While I sat lunching in a
wood, regiments of cavalry swept past me, filling the air with dust;
sometimes one could not see a horseman until he was upon one.
Not far from the Staff there was a sick soldier lying by the road, with
some peasants looking after him; we sent him forward on a passing
army cart.
The SS Corps was having an easy time after the recent fighting in a
large village over three miles long which had several good clean
quarters; the Polish peasants are excellent hosts. Neither side was
making any move, but our Staff went up every day to the positions
to direct the work of entrenching, which was being carried forward
with the greatest energy. The General in command, who is very
hearty and sociable, was just starting in his motor when I arrived,
and he invited me to come with him. It was a far drive, and at one
point we were stuck in the sand; we passed quite a number of
different lines of defence, carefully planned and executed. As large
drafts of recruits had come in recently, we halted at the edge of a
wood and the General gathered the men round him and made them
a very vigorous little speech. He described how Germany and
Germans had for several years exploited Russia, especially through
the last tariff treaty, which was made when Russia was engaged in
the Japanese War, and set up entirely unfair conditions of exchange.
He said that the German exploited and bullied everybody; and that
was a thing which the peasant could understand, often from
personal experience. Then he got talking of the great family of the
Slavs, of little Serbia's danger and of the Tsar's championship, of
Germany's challenge and of Russia's defiance. Next he spoke of the
Allies and of their help. And then he spoke of the regiment, which
bears a name associated with the great Suvorov; they were always,
he said, sent to the hardest work, often, as now, to repair a reverse;
and he spoke plainly and without fear of the recent retreat.
Concluding, he told them a story of Gurko: some of his men had said
that the enemy would have to pass over their bodies, and Gurko
answered, "Much better if you pass over his." He ended by telling
them all to "fight with their heads." In the wood he addressed
another group. Both his little speeches were manly and effective,
and they were very much appreciated; one of the men (I wear no
epaulettes) called me to closer attention.
On the further edge of the wood there were good trenches, and
from them ran a long and very winding covered way to the front line
of all. The enemy here was only some sixty yards off, and we could
get a good view of his lines; but this day he only sent a few
intermittent shrapnel over our heads.
The next day we motored again to this side, which was on our
extreme right flank. We left the motors and rode fast through thick
brushwood. Most of us got separated from the leaders, but we
picked up their tracks, and our Cossacks gave us a great gallop to
catch up with them. We had tea in a beautiful wood with an outpost
of the Red Cross, which was living in tents; the regimental band
played to us, and gave us "God save the King." We were just
beginning to talk about the stifling gases. "Confound their politics;
Frustrate their knavish tricks" seemed to have a new significance.
After tea we rode and walked to an artillery observation post, from
which the enemy's lines were clearly visible. This day wore a holiday
atmosphere, with music and snapping of photographs and the forest
picnic. But the General's alertness was soon to be proved. Three
days later the Germans made their new advance exactly at this
point, but of that I will write later.
June 13.
Next to the L Corps on the right is one of the most famous corps in
the Russian army—3 K. In this war it has been put to hard and
dangerous work all over the front.
At Kosienice, which saw some of the hardest fighting in the war, two
regiments crossed the Vistula—the Vistula, mind; and those who
have seen it will know what that means—under fire and in face of
two German corps and three Austrian; another brigade of 3 K came
along the river from a Russian fortress on the western bank,
marching knee-deep through marsh and water with the general at
its head. The two regiments that crossed moved forward to a vast
forest near the river, and there they had an hour and a half's
bayonet fighting—one may imagine what that means. An enormous
number of officers went down; the B's lost forty, and the S's in the
course of those five days had seven successive officers killed while
commanding the regiment. In the midst of the bayonet fighting,
when most of the Russian officers fell, some of the Germans shouted
out in Russian, "Don't fight your own men!" and in the confusion
which followed the Russians left the forest and lay, half in marsh and
with only the most elementary cover, under a devastating artillery
fire; however, they held their ground on this bank of the river, and,
as soon as they were reinforced, they again moved forward and
scattered the Germans, drove them off westward, and then pushed
the Austrians, in more than a week of fighting, beyond Kielce, where
they feasted their triumph with the old corps song, "God has given
victory." After this followed arduous fighting in the Czenstochowa
region. Later the corps went to the eastern Carpathians to stem an
Austro-German advance, and it was thence brought rapidly across to
the assistance of our army when the tremendous artillery impact of
the enemy fell on Galicia between Gorlice and Tarnow.
I first saw General Irmanov the day he had entered Kielce. He is one
of the most remarkable and sympathetic figures of the whole war. I
saw what seemed an old man of middle height, of sturdy figure, with
a curious outward kink in his walk as of one who had lived much on
horseback; he has a singularly peaceful and gentle face, with a high
colour and grey hair and beard; a child-like simplicity and directness
blended with a fatherly benevolence; but the suggestion of different
ages ends, when one sees much of the General, in one's forgetting
age altogether. The voice is a mild, high one which sometimes
comes out like a little bark. I had a long talk then with General
Irmanov, and for every one of my questions got a clear and full
answer. Irmanov was not a General Staff officer; in peace and off
duty he lives a quiet domestic life in his mountain home. His staff is
like a family; there is a peculiar smartness and spirit in the salute
when the General appears and all line up to greet him. He mounts
without delay and is off in a moment; he is one of the fastest riders
in the army, and in a few minutes his suite, trained riders as they
are, are all streaming behind him.
In the battle of Gorlice the corps was set a desperate task. It was to
turn the German flank and get to the devastating heavy artillery and
take it. It is always shorter to go forward than to go back; and this
was the one way in which bold hands could beat metal. When I first
heard the order, some one said, "Irmanov can do it"; and he very
nearly succeeded. The Prussian Guard Reserve was against him, and
their prisoners, who held their heads high in other matters, were all
agreed as to the heroism of 3 K. There followed tremendous
rearguard fighting, battles or marches every day. The corps was
40,000 when it marched on the guns; it was 8000 when it stood
covering the Russian rear beyond the river San. It was 6000 when it
made its counter-advance on Sieniawa, and then it took 7000
prisoners and a battery of heavy artillery. Not much of the beaten
army in this!
I reached the pleasing white farmhouse in which the staff of the
corps lived, and felt at home from the first. They made me feel
myself to be one of the party; there was no ceremony, but the
General, who found time for everything, saw to it himself that I had
a little room of my own, which he visited to see that all was in order.
Next day he asked me whether I would like to go with a colonel of
Cossacks. This seemed simple enough. We went to the colonel's
quarters, took a quick lunch and then mounted. The whole regiment,
I noticed, was behind us; we started at a dashing pace, breaking a
way through thick forest, the branches often lashing our faces. The
Germans had come through at one point, and we were on our way
to stop them; if we found them on the march, the regiment would
charge; if they were taking cover, we should take cover opposite
them and possibly advance on foot to a counter-attack, in which the
Cossack's sword would replace the infantry bayonet. At a signal all
heads were uncovered and, while we still rode forward, there rose a
solemn hymn which is always sung before action. Later the colonel
said, "We have been serious long enough; let's have some songs";
and with the music of the Don and Caucasus rising and falling we
rode forward.
I had begun to wonder what exactly was my part in the day's
business—for I was riding, with only a Red Cross brassard, next to
the colonel—when we were all told to dismount, hide in a wood and
await further orders. We were here for about two hours; I woke
from a good sleep to see the divisional general come out of his hut
with our colonel. The General made vigorous gestures which I
thought must be an order for attack; but it turned out just the
opposite. The gestures meant that the German advance had already
been stopped, and the colonel came back, saying, "Got to go home."
From my point of view it was just as well, for I am sure I could have
done nothing to help except fall off. We rode slowly back in the
evening; and every now and then the men sang long melodies that
fitted the hour and the bare plains.
June 16.
The day after our ride there was nothing doing, and it was difficult
to make any plan. I spent most of the day lying about the big
garden, as many of the soldiers did. There were pleasant gullies,
and beyond lay the long, rambling, white-walled village with a pretty
church. The village girls were all on the way thither dressed in bright
colours. It seemed that there were services twice a day; and the
people, who were Poles, met whenever they heard the cannon, to
pray for the success of the Russian arms.
I sat for some time in the church. The younger girls all knelt before
the chancel and sang a long and beautiful prayer, into which, in the
second half of each stave, there joined the voices of the men
behind. Then the priest, who looked both kind and clever, had a talk
with the younger children. Poland is one of the few countries where
all the church music is congregational, and it is often sung very
beautifully. For the Pole the church is the fortress and shelter of his
country; and in this terrible war, which has fallen so hardly on
Poland, this comfort is more needed and more real than ever. It is
many times that the inhabitants of this region, especially old peasant
women, have told me how they feared the coming of the Germans.
The Staff was a very pleasant company. The chief, also a general,
had the face and manner of a conscientious English country
gentleman; he was widely read in military history, and his judgments
were always weighed. The senior adjutant had been contusioned
and invalided, but somehow had managed to return almost at once;
he was humorous and talkative; in his room he had a placard,
"There is no air in this room, don't spoil your health and GO AWAY."
Over the General's door he had written, "Don't disturb work or rest."
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Part 1 Human Resources Management in Perspective

Part 2 Meeting Human Resources Requirements

Part 3 Developing Effectiveness in Human Resources

Part 4 Implementing Compensation and Security

Part 5 Enhancing Employee-Management Relations

Part 6 Expanding Human Resources Management Horizons

Integrative Cases 585

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Part 1 Human Resources Management in Perspective

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Chapter 2 Strategy and Human Resources Planning 38

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Appendix: Calculating Employee Turnover

Part 2 Meeting Human Resources Requirements

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Highlights in HRM 5: Embracing Diversity and Leveraging

Appendix: Determining Adverse Impact 120

Chapter 4 Job Analysis and Job Design 121

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Part 3 Developing Effectiveness in Human Resources

Appendix: Personal Career Development 199

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A.3 Self-Evaluation 199

Chapter 6: Employee Selection 205

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Chapter 7 Training and Development 241

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Chapter 8 Performance Management 279

Part 4 Implementing Compensation and Security

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9.2a Linking Compensation to Organizational Objectives 321

Chapter 10 Pay-for-Performance: Incentive Rewards 356

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10.4b Standard Hour Plan 363

Chapter 11 Employee Benefits 385

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11.2f Benefits Provided under the Family

Chapter 12 Promoting Safety and Health 416

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Discussion Questions 443

Part 5 Enhancing Employee-Management Relations

Chapter 14 The Dynamics of Labor Relations 481

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14.1f How Employees Become Unionized 493

Part 6 Expanding Human Resources Management Horizons

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15.2 Managing Your International Operations 522

Chapter 16 I mplementing HR Strategy: High-Performance Work

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Highlights in HRM 1A: Diagnosing Horizontal Fit 569

Integrative Cases 585

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don’t focus on HR issues such as staffing, training, and compensation in isolation

New Cutting-Edge Content

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Chapter 2 Strategy and Human Resources Planning 38

Appendix: Calculating Employee Turnover

Highlights in HRM 5: Embracing Diversity and Leveraging

11.2f Benefits Provided under the Family

Chapter 16 I mplementing HR Strategy: High-Performance Work