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MANAGING HUMAN RESOURCES

This page intentionally left blank

S EV EN T H

ED IT IO N

MANAGING HUMAN RESOURCES

Luis R. Gmez-Meja
Texas A&M University

David B. Balkin
University of Colorado, Boulder

Robert L. Cardy
University of Texas at San Antonio

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Library of Congress Cataloging-in-Publication Data

Gomez-Mejia, Luis R.
Managing human resources / Luis R. Gmez-Meja, David B. Balkin, Robert L. Cardy.7th ed.
p. cm.
ISBN 978-0-13-272982-6
1. Personnel management. I. Balkin, David B., 1948 II. Cardy, Robert L., 1955 III. Title.
HF5549.G64 2012
658.3dc22
2011010723

10 9 8 7 6 5 4 3 2 1

ISBN 10:
0-13-272982-2
ISBN 13: 978-0-13-272982-6

To my wife Ana, my two sons Vince and Alex,

and my daughter Dulce
L.G.M.
To my parents, Daniel and Jeanne
D.B.B.
To my family for their endless support and to Todd Snider
for the endless inspiration
R.L.C.

This page intentionally left blank

Brief Contents
PART I

Introduction 1

Chapter 1

PART II

The Contexts of Human Resource Management 52

Chapter 2
Chapter 3
Chapter 4

PART III

Appraising and Managing Performance 222

Training the Workforce 256
Developing Careers 284

Compensation 311

Chapter 10
Chapter 11
Chapter 12

PART VI

165

Recruiting and Selecting Employees 165

Managing Employee Separations, Downsizing,
and Outplacement 199

Employee Development 222

Chapter 7
Chapter 8
Chapter 9

PART V

Managing Work Flows and Conducting Job Analysis 52

Understanding Equal Opportunity and the Legal Environment 92
Managing Diversity 128

Staffing

Chapter 5
Chapter 6

PART IV

Meeting Present and Emerging Strategic Human Resource

Challenges 1

Managing Compensation 311

Rewarding Performance 357
Designing and Administering Benefits 397

Governance 436

Chapter 13
Chapter 14
Chapter 15
Chapter 16
Chapter 17

Developing Employee Relations 436

Respecting Employee Rights and Managing Discipline 466
Working with Organized Labor 503
Managing Workplace Safety and Health 539
International HRM Challenge 568

vii

Contents
Preface xx
Acknowledgments xxv
About the Authors xxvii

PART I

Introduction 1

Chapter 1

Meeting Present and Emerging Strategic Human

Resource Challenges 1
Human Resource Management: The Challenges 2
Environmental Challenges 2
Organizational Challenges 11
Competitive Position: Cost, Quality, or Distinctive Capabilities
Individual Challenges 18

11

Planning and Implementing Strategic HR Policies 21

The Benefits of Strategic HR Planning 21
The Challenges of Strategic HR Planning 22
Strategic HR Choices 24

Selecting HR Strategies to Increase Firm Performance 27

Fit with Organizational Strategies 28
Fit with the Environment 31
Fit with Organizational Characteristics 33
Fit with Organizational Capabilities 33
Choosing Consistent and Appropriate HR Tactics to Implement HR Strategies
HR Best Practices 35
The HR Department and Managers: An Important Partnership 35
Specialization in Human Resource Management 36

34

Summary and Conclusions 37 Key Terms 38 Discussion Questions

CASE 1.1 EMERGING TRENDS
Managing by the Numbers: A Way to Improve Productivity
and Efficiency? 39
CASE 1.2 HR IN SMALL BUSINESS
Zappos: How to Create an Employee Friendly Culture and Use It
as a Source of Competitive Advantage 40
CASE 1.3 DISCUSSION
Managers and HR Professional at Sands Corporation: Friends
or Foes? 41
CASE 1.4 DISCUSSION
The Enduring Wage Gap by Gender 42

PART II

The Contexts of Human Resource Management 52

Chapter 2

Managing Work Flows and Conducting Job Analysis 52

Work: The Organizational Perspective 53
Strategy and Organizational Structure
Designing the Organization 54
Work-Flow Analysis 57
Business Process Reengineering 57

viii

38

53

CONTENTS

Work: The Group Perspective 58

Self-Managed Teams 58
Other Types of Teams 59

Work: The Individual Perspective 61

Motivating Employees

61

Designing Jobs and Conducting Job Analysis 63

Job Design 63
Job Analysis 65
Job Descriptions 72
Job or Work? 75

The Flexible Workforce 76

Contingent Workers 76
Flexible Work Schedules 79
The Mobile Workplace 81

Human Resource Information Systems 82

HRIS Applications 82
HRIS Security and Privacy

83

Summary and Conclusions 83 Key Terms 84 Discussion Questions

CASE 2.1 ETHICS
Job Title Inflation Runs Rampant in Businesses 85
CASE 2.2 EMERGING TRENDS
WorkLife Balance Is the New Perk Employees Are Seeking 86
CASE 2.3 GLOBAL
The Dilemma of Offshore Outsourcing 87
CASE 2.4 CUSTOMER-DRIVEN HR
Writing a Job Description 88

Chapter 3

Understanding Equal Opportunity and the Legal

Environment 92
Why Understanding the Legal Environment Is Important 93
Doing the Right Thing 93
Realizing the Limitations of the HR and Legal Departments
Limiting Potential Liability 94

94

Challenges to Legal Compliance 95

A Dynamic Legal Landscape 95
The Complexity of Laws 95

Conflicting Strategies for Fair Employment 95

Unintended Consequences

96

Equal Employment Opportunity Laws 96

The Equal Pay Act of 1963 97
Title VII of the Civil Rights Act of 1964 97
Defense of Discrimination Charges 99
Title VII and Pregnancy 100
Sexual Harassment 100
The Civil Rights Act of 1991 104
Executive Order 11246 105
The Age Discrimination in Employment Act of 1967
The Americans with Disabilities Act of 1990 105

105

EEO Enforcement and Compliance 108

Regulatory Agencies 108
Office of Federal Contract Compliance Programs (OFCCP)
Affirmative Action Plans 110

Other Important Laws 112

110

85

ix

CONTENTS

Avoiding Pitfalls in EEO 114

Provide Training 114
Establish a Complaint Resolution Process 114
Document Decisions 114
Be Honest 115
Ask Only for Information You Need to Know 115

Summary and Conclusions 118 Key Terms 119 Discussion Questions

CASE 3.1 EMERGING TRENDS
Walgreens Leads the Way in Utilizing Workers with Disabilities 120
CASE 3.2 HR IN SMALL BUSINESS
Can an Employee Be Dismissed for Lacking Beauty for the Job? 121
CASE 3.3 DISCUSSION
Are Women Breaking Through the Glass Ceiling? 121
CASE 3.4 ETHICS
Are Employee Noncompete Agreements Legally Enforceable?
It Depends 122

Appendix to Chapter 3

126

Human Resource Legislation Discussed in This Text

Chapter 4

126

Managing Diversity 128

What Is Diversity? 129
Why Manage Employee Diversity? 129
Affirmative Action Versus Managing Employee Diversity
Demographic Trends 130
Diversity as Part of Corporate Strategy 134

Challenges in Managing Employee Diversity 134

Diversity Versus Inclusiveness 135
Individual Versus Group Fairness 135
Resistance to Change 135
Group Cohesiveness and Interpersonal Conflict
Segmented Communication Networks 135
Resentment 135
Retention 136
Competition for Opportunities 136

135

Diversity in Organizations 136

African Americans 137
Asian Americans 137
People with Disabilities 138
The Foreign Born 139
Homosexuals 140
Latinos (Hispanic Americans) 141
Older Workers 141
Religious Minorities 142
Women 144

Improving the Management of Diversity 146

Creating an Inclusive Organizational Culture 146
Top-Management Commitment to Valuing Diversity 148
Appraising and Rewarding Managers for Good Diversity
Practices 148
Diversity Training Programs 148
Support Groups 149
Accommodation of Family Needs 149
Senior Mentoring Programs 150
Apprenticeships 151
Communication Standards 151
Diversity Audits 151
Management Responsibility and Accountability 151

130

119

CONTENTS

Some Warnings 151

Avoiding the Appearance of White Male Bashing
Avoiding the Promotion of Stereotypes 152

152

Summary and Conclusions 152 Key Terms 153 Discussion Questions

CASE 4.1 DISCUSSION
Why Women Lag Behind in MBA Programs 154
CASE 4.2 ETHICS
Interpreting the Disabilities Act: The Hot Frontier of Diversity
Management 155
CASE 4.3 DISCUSSION
Conflict at Northern Sigma 156
CASE 4.4 GLOBAL
Managerial Diversity in the United States by International Firms:
A Case of Cultural Misunderstanding? 157

PART III

153

Staffing 165

Chapter 5

Recruiting and Selecting Employees 165

Human Resource Supply and Demand 166
A Simplified Example of Forecasting Labor Demand and Supply
Forecasting Techniques 170

168

The Hiring Process 171

Challenges in the Hiring Process 171
Determining Characteristics Important to Performance 172
Measuring Characteristics That Determine Performance 172
The Motivation Factor 172
Who Should Make the Decision? 173

Meeting the Challenge of Effective Staffing 173

Recruitment 173
Sources of Recruiting

Selection

174

179

Reliability and Validity 179

Selection Tools as Predictors of Job Performance
Combining Predictors 187
Selection and the Person/Organization Fit 188
Reactions to Selection Devices 189

180

Legal Issues in Staffing 189

Discrimination Laws 189
Affirmative Action 190
Negligent Hiring 190

Summary and Conclusions 191 Key Terms 191 Discussion Questions 191
CASE 5.1 CUSTOMER-DRIVEN HR
Women: Keeping the Supply Lines Open 192
CASE 5.2 ETHICS
What a Fraud! 193
CASE 5.3 ETHICS
Put Things in Balance to Keep Employees and Boost Performance 193
CASE 5.4 EMERGING TRENDS
Managing with a Shortage 194
CASE 5.5 HR IN SMALL BUSINESS
One Job, Many Roles 195

Chapter 6

Managing Employee Separations, Downsizing,

and Outplacement 199
What Are Employee Separations? 200
The Costs of Employee Separations 200
The Benefits of Employee Separations 203

xi

xii

CONTENTS

Types of Employee Separations 204

Voluntary Separations 204
Involuntary Separations 205

Managing Early Retirements 207

The Feature of Early Retirement Policies 207
Avoiding Problems with Early Retirements 208

Managing Layoffs 208

Alternatives to Layoffs 209
Implementing a Layoff 210

Outplacement 214
The Goals of Outplacement 214
Outplacement Services 214

Summary and Conclusions 215 Key Terms 215 Discussion Questions

CASE 6.1 GLOBAL
Retraining! Great Concept, but You Have to Execute 216
CASE 6.2 ETHICS
Employment-at-Will: Fair Policy? 217
CASE 6.3 EMERGING TRENDS
From Turnover to Retention: Managing to Keep Your Workers 218
CASE 6.4 ETHICS
Why Me? Procedural Justice in the Layoff Process 219

PART IV

215

Employee Development 222

Chapter 7

Appraising and Managing Performance 222

What Is Performance Appraisal? 223
The Uses of Performance Appraisal 223
Identifying Performance Dimensions 225
Measuring Performance 226
Measurement Tools 226
Measurement Tools: Summary and Conclusions

234

Challenges to Effective Performance Measurement 235

Rater Errors and Bias 235
The Influence of Liking 236
Precautions 236
Organizational Politics 237
Individual or Group Focus 238
Legal Issues 239

Managing Performance 240

The Appraisal Interview 240
Performance Improvement 240
Identifying the Causes of Performance Problems

240

Managing the Causes of Problems 243

Developing an Action Plan and Empowering Workers to Reach a Solution
Directing Communication at Performance 243

243

Summary and Conclusions 245 Key Terms 245 Discussion Questions 246
CASE 7.1 ETHICS
Rank and Yank: Legitimate Performance Improvement Tool or Ruthless
and Unethical Management? 246
CASE 7.2 GLOBAL
Cultural Competency 248
CASE 7.3 EMERGING TRENDS
One Job or Multiple Roles? 248
CASE 7.4 CUSTOMER-DRIVEN HR
Electronic Appraisal: Using Performance Review Software 250

CONTENTS

CASE 7.5 HR IN SMALL BUSINESS

Lets Do It Right 250

Appendix to Chapter 7

254

The Critical-Incident Technique: A Method for Developing a Behaviorally

Based Appraisal Instrument 254

Chapter 8

Training the Workforce 256

Key Training Issues 257
Training Versus Development 258
Challenges in Training 258
Is Training the Solution? 258
Are the Goals Clear and Realistic? 259
Is Training a Good Investment? 259
Will Training Work? 260

Managing the Training Process 261

The Needs Assessment Phase 262
Clarifying the Objectives of Training 263
The Training and Conduct Phase 264
The Evaluation Phase 274
Legal Issues and Training 276

A Special Case: Orientation and Socialization 276

Summary and Conclusions 278 Key Terms 278 Discussion Questions
CASE 8.1 HR IN SMALL BUSINESS
Training Employees in a Small Business 279
CASE 8.2 CUSTOMER-DRIVEN HR
Costs and Benefits: Assessing the Business Case for Training 280
CASE 8.3 ETHICS
The Ethics Challenge 281
CASE 8.4 EMERGING TRENDS
Beyond ROI? 281

Chapter 9

278

Developing Careers 284

What Is Career Development? 285
Challenges in Career Development 286
Who Will Be Responsible? 286
How Much Emphasis Is Appropriate? 286
How Will the Needs of a Diverse Workforce Be Met?

287

Meeting the Challenges of Effective Development 289

The Assessment Phase 289
The Direction Phase 293
The Development Phase 298

Self-Development 300
Development Suggestions 302
Advancement Suggestions 303

Summary and Conclusions 303 Key Terms 304 Discussion Questions

CASE 9.1 CUSTOMER-DRIVEN HR
Be Strategic About Your Career 305
CASE 9.2 HR IN SMALL BUSINESS
Being Big on Development in Small Business 305
CASE 9.3 ETHICS
Anchors II 306
CASE 9.4 GLOBAL
Mentoring as Global Development 307
CASE 9.5 EMERGING TRENDS
Capitalizing on Techno Savvy: Putting Mentoring in Reverse 308

304

xiii

xiv

CONTENTS

PART V

Compensation 311

Chapter 10

Managing Compensation 311

What Is Compensation? 312
Designing a Compensation System 313
Internal Versus External Equity 313
Fixed Versus Variable Pay 315
Performance Versus Membership 317

Job Versus Individual Pay 318

Elitism Versus Egalitarianism 320
Below-Market Versus Above-Market Compensation 320
Monetary Versus Nonmonetary Rewards 321
Open Versus Secret Pay 323
Centralization Versus Decentralization of Pay Decisions 323
Summary 324

Compensation Tools 324

Job-Based Compensation Plans 325
Skill-Based Compensation Plans 336
Special Compensation Issues in Small Firms

337

The Legal Environment and Pay System Governance 339

The Fair Labor Standards Act 339
The Equal Pay Act 341
The Internal Revenue Code 341

Summary and Conclusions 342 Key Terms 342 Discussion

Questions 343
CASE 10.1 DISCUSSION
Money Doesnt Buy Happiness. Well, on Second Thought . . . 343
CASE 10.2 HR IN SMALL BUSINESS
David Versus Goliath: Compensation in Small Versus Large Firms 345
CASE 10.3 DISCUSSION
An Academic Question 346
CASE 10.4 EMERGING TRENDS
More Suits for Overtime Pay 347
CASE 10.5 EMERGING TRENDS
A Challenge at Antle Corporation 348

Chapter 11

Rewarding Performance 357

Pay for Performance: The Challenges 358
The Do Only What You Get Paid For Syndrome 358
Unethical Behaviors 359
Negative Effects on the Spirit of Cooperation 359
Lack of Control 359
Difficulties in Measuring Performance 361
Psychological Contracts 361
The Credibility Gap 362
Job Dissatisfaction and Stress 362
Potential Reduction of Intrinsic Drives 362

Meeting the Challenges of Pay-for-Performance Systems 363

Link Pay and Performance Appropriately 363
Use Pay for Performance as Part of a Broader HRM System 363
Build Employee Trust 364
Promote the Belief That Performance Makes a Difference 364
Use Multiple Layers of Rewards 365
Increase Employee Involvement 365
Stress the Importance of Acting Ethically 365
Use Motivation and Nonfinancial Incentives 365

CONTENTS

Types of Pay-for-Performance Plans 366

Individual-Based Plans 366
Team-Based Plans 368
Plantwide Plans 372
Corporatewide Plans 374

Designing Pay-for-Performance Plans for Executives

and Salespeople 376
Executives 376
Salespeople 381
Rewarding Excellence in Customer Service 383
Pay-For-Performance Programs in Small Firms 383

Summary and Conclusions 385 Key Terms 386 Discussion Questions

CASE 11.1 EMERGING TRENDS
When Schools Offer Money as a Motivator 387
CASE 11.2 DISCUSSION
Loafers at Lakeside Utility Company 388
CASE 11.3 HR IN SMALL BUSINESS
How Should Incentive Money Be Distributed? 388
CASE 11.4 ETHICS
The Pitfalls of Merit Pay and Pay for Performance 389

Chapter 12

Designing and Administering Benefits 397

An Overview of Benefits 398
Basic Terminology 400
The Cost of Benefits in the United States
Types of Benefits 401

400

The Benefits Strategy 403

The Benefits Mix 403
Benefits Amount 404
Flexibility of Benefits 404

Legally Required Benefits 404

Social Security 404
Workers Compensation 406
Unemployment Insurance 407
Unpaid Leave 409

Voluntary Benefits 410

Health Insurance 410
Retirement Benefits 416
Insurance Plans 420
Paid Time Off 421
Employee Services 423

Administering Benefits 425

Flexible Benefits 425
Benefits Communication

426

Summary and Conclusions 427 Key Terms 428 Discussion

Questions 428
CASE 12.1 EMERGING TRENDS
Employees Are Paying Increasingly Larger Shares of Their
Health Care Benefit Costs 429
CASE 12.2 ETHICS
Should Employers Penalize Employees Who Do Not Adopt
Healthy Habits? 430
CASE 12.3 ETHICS
Googles On-Site Child-Care Policy Stirs up a Controversy 431
CASE 12.4 CUSTOMER-DRIVEN HR
IBMs 401(k) Plan Sets the Standard 432

386

xv

xvi

CONTENTS

PART VI

Governance 436

Chapter 13

Developing Employee Relations 436

The Roles of the Manager and the Employee Relations Specialist 437
Developing Employee Communications 438
Types of Information 438
How Communication Works

438

Encourage Effective Communications 440

Information Dissemination Programs 440
The Employee Handbook 441
Electronic Communications 443
Employee Feedback Programs 449
Employee Assistance Programs 453

Employee Recognition Programs 455

Suggestion Systems 455
Recognition Awards 456

Summary and Conclusions 458 Key Terms 459 Discussion Questions 459
CASE 13.1 HR IN SMALL BUSINESS
Treating Employees Like Family Is Good for Business 460
CASE 13.2 ETHICS
Should Having Fun Be a Job Requirement? 461
CASE 13.3 EMERGING TRENDS
Going Green Keeps New Belgium Brewing Company in the Black 462
CASE 13.4 GLOBAL
In Praise of Nepotism? 463

Chapter 14

Respecting Employee Rights and Managing Discipline 466

Employee Rights 467
Statutory Rights 467
Contractual Rights 468
Other Rights 469

Management Rights 471

Employment at Will

472

Employee Rights Challenges: A Balancing Act 473

Random Drug Testing 473
Electronic Monitoring 476
Whistle-Blowing 478
Restrictions on Moonlighting 479
Restrictions on Office Romance 480

Disciplining Employees 481

Progressive Discipline 482
Positive Discipline 484

Administering and Managing Discipline 485

The Just Cause Standard of Discipline
The Right to Appeal Discipline 486

486

Managing Difficult Employees 487

Poor Attendance 487
Poor Performance 488
Insubordination 489
Workplace Bullying 490
Alcohol-Related Misconduct 491
Illegal Drug Use and Abuse 492

Preventing the Need for Discipline with Human Resource Management 492
Recruitment and Selection 492
Training and Development 493
Human Resource Planning 493

CONTENTS

Performance Appraisal
Compensation 493

493

Summary and Conclusions 494 Key Terms 495 Discussion Questions

CASE 14.1 HR IN SMALL BUSINESS
Should Employees Be Disciplined for Stealing Time? 496
CASE 14.2 ETHICS
Background Checks Can Misfire, Harming Employees
Career Prospects 496
CASE 14.3 ETHICS
Employees Should Be Aware of the Risks Before They Attempt to
Blow the Whistle 497
CASE 14.4 GLOBAL
Illegal Immigrants in the Workforce: Opportunity or Challenge? 499

Chapter 15

495

Working with Organized Labor 503

Why do Employees Join Unions? 504
The Origins of U.S. Labor Unions 504
The Role of the Manager in Labor Relations

505

Labor Relations and the Legal Environment 505

The Wagner Act 506
The Taft-Hartley Act 507
The Landrum-Griffin Act 508

Labor Relations in the United States 508

Business Unionism 508
Unions Structured by Type of Job 509
Focus on Collective Bargaining 509
Labor Contracts 509
The Adversarial Nature of LaborManagement Relations and Shrinking Union
Membership 509
The Growth of Unions in the Public Sector 510

Labor Relations in Other Countries 511

How Unions Differ Internationally 512
Labor Relations in Germany 513
Labor Relations in Japan 513

Labor Relations Strategy 514

Union Acceptance Strategy 514
Union Avoidance Strategy 516

Managing the Labor Relations Process 517

Union Organizing 517
Collective Bargaining 520
Contract Administration 526

The Impact of Unions on Human Resource Management 528

Staffing 528
Employee Development 529
Compensation 529
Employee Relations 530

Summary and Conclusions 531 Key Terms 532 Discussion Questions

CASE 15.1 EMERGING TRENDS
The Freelancers Union: A New Approach to Unionism? 533
CASE 15.2 CUSTOMER-DRIVEN HR
A Lengthy Screenwriters Strike Forces Television Networks
to Broadcast Reruns 534
CASE 15.3 CUSTOMER-DRIVEN HR
When Is a Team a Union? 535
CASE 15.4 ETHICS
Union Members Protest a 50 Percent Wage Cut at a General
Motors Plant 535

532

xvii

xviii

CONTENTS

Chapter 16

Managing Workplace Safety and Health 539

Workplace Safety and the Law 540
Workers Compensation 540
The Occupational Safety and Health Act (OSHA) 542
The Occupational Safety and Health Administration 545

Managing Contemporary Safety, Health, and Behavioral Issues 548

AIDS 548
Violence in the Workplace 550
Cumulative Trauma Disorders 553
Hearing Impairment 553
Fetal Protection, Hazardous Chemicals, and Genetic Testing

554

Safety and Health Programs 555

Safety Programs 557
Employee Assistance Programs (EAPs)
Wellness Programs 559

558

Summary and Conclusions 560 Key Terms 561 Discussion Questions

CASE 16.1 ETHICS
Standing Up to Workplace Bullies 562
CASE 16.2 EMERGING TRENDS
On the Tip of a Beryllium Iceberg? 563
CASE 16.3 GLOBAL
Mental Health: A Global Concern 564
CASE 16.4 HR IN SMALL BUSINESS
Safety and Health in the Small-Business Environment 565

Chapter 17

561

International HRM Challenge 568

The Stages of International Involvement 569
The Rise of Outsourcing 572
Falling Barriers 573
Small- and Medium-Size Enterprises Are Also Going Global
The Global Manager 574

573

Determining the Mix of Host-Country and Expatriate Employees 575

The Challenges of Expatriate Assignments 578
Why International Assignments End in Failure
Difficulties on Return 580

578

Effectively Managing Expatriate Assignments with HRM Policies

and Practices 582
Selection 582
Training 583
Career Development 587
Compensation 587
Role of HR Department 589
Women and International Assignments

589

Developing HRM Policies in a Global Context 589

National Culture, Organizational Characteristics, and HRM Practices
EEO in the International Context 590
Important Caveats 591

590

Human Resources Management and Exporting Firms 595

Ethics and Social Responsibility 597
Dealing with Political Risks 598

Summary and Conclusions 599 Key Terms 599 Discussion Questions

CASE 17.1 GLOBAL
American Universities Moving Overseas 600
CASE 17.2 HR IN SMALL BUSINESS
Rural Outsourcing: How Small U.S. Businesses May Keep Large
Firms from Going Overseas to Subcontract Work 601

600

CONTENTS

CASE 17.3 DISCUSSION

Two Sides to Every Story 602
CASE 17.4 ETHICS
When in Rome Do as the Romans Do? The Case of Foreign Bribes 603
CASE 17.5 DISCUSSION
Are Culture-Specific HR Polices a Good Idea? 603

Appendix 610
Concise Dictionary of HR Terminology 613
Company, Name, and Product Index 622
Subject Index 629

xix