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 1
Chapter 1: Human Resource Management in Organizations

Human Resource Management 16th

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Chapter 1: Human Resource Management

in Organizations

Table of Contents

Chapter Summary 1
Learning Objectives 1
Lecture Outline 1
Critical Thinking Challenges 8
Case: Organizational Culture Gone Wrong 9
Supplemental Cases 9
Extra Teaching Video 13

Chapter Summary

Chapter 1 provides an overview of human resource management in today’s organizations. The

chapter defines human resource management and human capital. It describes how human
resource management and employees can be core competencies for organizations. It explains the
seven human resource management functions and the three roles of human resource departments.
Challenges faced by human resource management are discussed next. The role of ethics in
human resources is examined. Finally, the necessary competencies for human resource personnel
are identified.

Learning Objectives

After students have read this chapter, they should be able to accomplish the following objectives:
 Understand human resource management and define human capital.
 Identify how human resource management and employees can be core competencies for
organizations.
 Name the seven categories of HR functions.
 Provide an overview of four challenges facing HR today.
 Explain how ethical issues in organizations affect HR management.
 Explain the key competencies needed by HR professionals and why certification is
important.

The chapter opens with a feature describing the current trends in human resource management.
These trends include developing human capital, globalization and diversity, technology, and
ethics.

Lecture Outline

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 2
Chapter 1: Human Resource Management in Organizations

HR Headline: Cool Commitment at Igloo

Igloo brand achieves its competitive advantage through the contribution of its employees.
The CEO, Mark Parrish, adopted a servant leadership approach that focuses on building
trust, withholding judgment, creating a dialogue, empowering employees, and instituting a
culture of collective success. The company measures that collective success in four areas
(in this order): people, quality, service, and cost. Igloo commits to its employees, who
return that commitment through their personal dedication to the company’s success.

1-1. What Is Human Resource Management?

 Human resource management is designing formal systems in an organization to manage

human talent for accomplishing organizational goals.

1-1a. Why Organizations Need HR Management

 Despite the obvious differences between large and small organizations, the same HR
activities must take place in every firm.
 Larger organizations frequently have people who specialize in managing employees,
and these professionals are organized into an HR function or department.
 HR departments have been viewed both positively and negatively by managers and
employees.

Discussion Starter: Ask students how an HR department can foster a positive image.

 The need for HR increases as an organization grows until it evolves into a distinct function
with specialists assigned to specific duties.

HR Perspective: Transforming HR at Popeyes Louisiana Kitchen

The HR department at Popeyes has grown and changed over time to meet the company’s needs
and focus on corporate strategy. Today, the department handles more issues than it ever has.
Servant leadership requires leaders to believe that the needs of the company and the employees
outweigh their own concerns. Although the HR personnel face challenges, corporate
expectations are high.

1. Given the issues at Popeyes, how would you redesign an HR department in any
organization to better tackle a company’s needs?

Students’ answers will vary. They should determine the company’s needs before
changing the HR department’s organization.

2. How might HR processes be redesigned to become more efficient? What technologies

might be used to improve HR processes and provide better service to managers and
employees?

Students’ answers will vary. They should consider technology that automates applicant
tracking, facilitates reporting, and analyzes HR data. Tools such as online surveys that
can provide details on the effectiveness of the HR processes can also be included. Care
should be taken to balance technology and more personal ways to work with employees
in multinational operations.

1-2. Managing Human Resources in Organizations

 Human resource management and employees can be core competencies.

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Chapter 1: Human Resource Management in Organizations

 Managing HR activities is a major priority for all managers.

1-2a. Human Resource Management as a Core Competency

 A core competency is a unique capability that creates high value for a company.
 Many organizations have identified that their HR practices differentiate them from their
competitors and that HR is a key determinant of competitive advantage.

1-2b. Employees as a Core Competency

 Organizations must manage the following four types of assets to be successful:

o Physical assets
o Financial assets
o Intellectual property assets
o Human assets
 Human capital is the collective value of the capabilities, knowledge, skills, life
experiences, and motivation of an organization’s workforce.
o Sometimes human capital is called intellectual capital to reflect the thinking,
knowledge, creativity, and decision making that people in organizations
contribute.
 A useful framework to understand how HR practices serve as the foundation for human
capital is called the ability-motivation-opportunity (AMO) model.

Teaching Tip: Figure 1-2 provides details on the ability-motivation-opportunity model.

 Productivity is a measure of the quantity and quality of work done, considering the cost
of the resources used.
 A useful way to measure the productivity of human resources is to consider unit labor
cost, which is computed by dividing the average cost of workers by their average levels
of output.

Teaching Tip: Figure 1-3 identifies four ways to increase organizational productivity and
reduce unit labor costs: organizational restructuring, redesigning work, aligning HR activities,
and outsourcing analysis.

 In addition to productivity, both customer service and quality efforts can significantly
affect organizational effectiveness, making them key areas that HR can emphasize when
developing employees as core competencies.
 Innovation is the process whereby new ideas are generated that create value for an
organization.
 Organizational culture consists of the shared values and beliefs that give members of
an organization meaning and provide them with rules for behavior.
o Culture often requires considerable time to develop, but once it is established, it is
relatively constant and enduring over time.

Discussion Starter: Ask students to describe the culture at different local or national
companies. For example, some companies have reputations for being fun places to work.

1-3. HR Management Functions

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Chapter 1: Human Resource Management in Organizations

HR Competencies & Applications: Building Healthy Organizations

Key Competencies: Leadership & Navigation (Behavioral Competency) and

Organization (Technical Competency)

The HR department can help the company create positive organizational health to
motivate employees and inspire customer loyalty. HR professionals function as
leaders by developing policies, such as management development, performance
feedback, and fair rewards.

1. How would you determine the current state of the organization’s health?

Students’ answers will vary. They should consider the characteristics of a healthy
organization and the different factors that affect an organization’s health.

2. What are some of the talking points you might use to encourage top leaders to invest
in HR efforts that would improve the health of the organization? What evidence
would you point out to show the value of having a healthy organization?

Students’ answers will vary. Some talking points could be the issues that deserve the
most attention—increased profit for a for-profit company or meeting an
organization’s mission goals for a nonprofit organization. Increased employee
motivation and customer loyalty could be evidence that can be used to show the value
of having a healthy organization.

 HR management involves designing the formal systems that are used to manage people in
an organization.
 The HR function is typically categorized into the following seven interlocking
subfunctions:
o Strategy and planning
o Equal employment opportunity
o Talent acquisition
o Talent management
o Total rewards
o Risk management and worker protection
o Employee and labor relations.
 In each organization, the seven subfunctions are carried out in that firm’s unique format
that is influenced by internal and external forces.
o The external forces are as follows: global, environmental, cultural or geographic,
political, social, legal, economic, and technological.

Teaching Tip: Use Figure 1-4 to help students visualize the relationship between HR functions
and the external factors that affect them. Explain to students that each of the seven HR functions
is covered in the forthcoming chapters.

1-4. Roles for Human Resource Departments

 If an organization has a formal HR department or group, there are typically the following
three different roles these individuals might play in the organization.

1-4a. Administrative Role for Human Resources

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 5
Chapter 1: Human Resource Management in Organizations

 The administrative role of HR management involves processing information and

recordkeeping.
 Two major shifts driving the transformation of the administrative role are greater use of
technology and outsourcing.

1-4b. Operational and Employee Advocate Role for Human Resources

 HR personnel are often viewed as employee advocates because they must effectively
balance the needs of employees with the needs of organizations.
 The operational role requires the HR function to cooperate with various managers and
identify and implement needed programs and policies in the organization.

1-4c. Strategic Role for Human Resources

 HR is involved in devising and implementing strategy.

 To serve in the role of strategic partner, HR staff should have a broad business focus to
help companies reach their strategic goals.

Teaching Tip: Use Figure 1-5 to explain that the strategic role has been growing over time
and will continue to become more important in HR departments of the future.

1-5. Human Resources Management Challenges

 As the field of HR management evolves, a challenging employment environment creates

pressure for greater and faster change.
 Jobs are seldom static; rather, they change and evolve as the organization changes.

1-5a. Competition, Cost Pressures, and Restructuring

 An overriding theme facing managers and organizations is the need to operate in a

“cost-less” mode, which means continually looking for ways to reduce costs of all
types, including financial, operational, equipment, and labor expenses.
 The growth in some jobs and decline in others illustrate that shifts are indeed occurring.
 Participation in the gig economy, an economy where most work is performed by
freelance workers rather than full-time employees, has been growing dramatically.
 Figure 1-6 lists some of the fastest growing occupations by 2026.

Discussion Starter: Survey the students in the class to determine the most popular industries
for work. Compare the results to the industries represented by the occupations in Figure 1-6.

 Various regions of the United States and different industries face significant workforce
shortages because of an inadequate supply of workers with the skills needed to perform
emerging jobs.

1-5b. Globalization

 The globalization of business has shifted from trade and investment to the integration of
global operations, management, and strategic alliances, which has significantly affected
how human resources are managed.
 Although individual companies do not respond to all HR challenges in exactly the same
way, research suggests that all must face and overcome a common set of difficulties
when an organization has a global presence.
o The areas of difficulties are as follows: strategy, people, complexity, and risk.

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Chapter 1: Human Resource Management in Organizations

1-5c. A Changing Workforce

 The U.S. workforce is more diverse racially and ethnically, has more women in it than
ever before, and has older workers.

1-5d. Human Resources and Technology

 Many organizations are replacing some of their aging HR software with new technology
that automates applicant tracking, facilitates reporting, and analyzes HR data.
 The growth of the Internet has led to the creation of numerous platforms in which
individuals can interact.
o Social media, online communities where users create and share content and
participate in networking, has grown exponentially in the past decade.
o Figure 1-7 provides data on the number of users for different popular social media
websites for the year 2017.

Discussion Starter: Discuss how information released to the public can affect a company’s
actions. For example, an employee’s comment to a group of friends is released on social
media and results in the termination of the employee.

1-6. Organizational Ethics and Human Resource Management

 Closely linked with the strategic role of HR is the way managers and HR staff influence
the ethics of employees, as well as the ethical practices of organizations as a whole.
 Violating HR protocols can lead to negative organizational and individual consequences,
while institutionalizing ethical practices can prompt many positive outcomes, as shown in
Figure 1-8.

1-6a. Ethical Culture and Practices

 When the following programs exist, an ethical culture often develops, and ethical
behavior is encouraged:
o Written code of ethics and standards of conduct
o Training on ethical behavior
o Advice to employees on ethical situations they face
o Systems for confidential reporting of ethical misconduct or questionable behavior
o Public recognition and commendation when employees behave ethically

2. What would you recommend to an HR professional whose superior has asked him or her
to comply with a request to act unethically?

Students’ answers will vary. The question can be used to have a discussion or a debate
in the class.

1-6b. Ethics and Global Differences

 Variations in legal, political, and cultural values and practices in different countries
often raise ethical issues for global employers that must comply with both their home-
country laws and the laws of other countries.

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 7
Chapter 1: Human Resource Management in Organizations

HR Ethics: HR Keeps Organization on Straight and Narrow

While most HR professionals are not trained as attorneys, there is a greater expectation that
HR will serve a role as corporate conscience, helping the organization to avoid legal and
ethical problems. Ensuring that compliance programs go beyond mandated requirements and
reflect corporate values makes these programs more meaningful to employees and more
sustainable. Unlike black-and-white legal compliance questions, ethical dilemmas are often
more complex and rely on a philosophical approach rather than a compliance mindset.
Having a code of conduct and ethics policy in place and consistently enforcing them are keys
to setting a tone within the organization where employees are clear on how they should
behave when working on the company’s behalf.

1. How can HR staff ensure that top leaders are held to the same standards of behavior as
line employees? What would you recommend HR staff do to demonstrate consistent
enforcement and application of these standards?

Students’ answers will vary. They should consider the enforcement of a thorough code
of conduct and ethics policy that will be applicable to all the individuals that are a
part of the organization, irrespective of the hierarchy. HR staff can conduct frequent
sessions on issues such as bribery, sexual indiscretions, insider trading, negligence, and
misbehavior. This will create an awareness among employees on what is happening
around them. HR staff can also incorporate ethics training.

1-6c. Role of Human Resources in Organizational Ethics

 HR management plays a key role as the keeper and voice of organizational ethics.
o Figure 1-9 identifies some of the most frequently encountered ethical misconduct
that involve HR activities.
 To help HR staff members deal with ethical issues, the Society for Human Resource
Management (SHRM) has developed a code of ethics for its members and provides
information on handling ethical issues and policies.

1-7. Human Resources Management Competencies and Careers

 A career in HR requires the understanding of necessary competencies and certifications.

1-7a. Human Resources Competencies

 HR professionals at all levels certainly need to have a basic understanding of strategic

management; legal, administrative, and operational issues; and how technology is
applied.
 SHRM, the leading professional association for HR, developed a list of competencies
that are arranged in a comprehensive model.
o Figure 1-10 provides a summary of the SHRM competency framework.

1-7b. Human Resource Management as a Career Field

 As an organization grows large enough to need someone to focus primarily on HR

activities, the role of the HR generalist is needed—that is, a person who has
responsibility for performing a variety of HR activities.
o Further growth leads to the addition of HR specialists, or people who have in-
depth knowledge and expertise in specific areas of HR.

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 8
Chapter 1: Human Resource Management in Organizations

1-7c. Human Resource Professionalism and Certification

 HR organizations include SHRM, the International Personnel Management Association

for Human Resources (IPMA-HR), World Federation of People Management
Associations (WFPMA), the WorldatWork Association, the Association for Talent
Development (ATD), and the International Association for Human Resource
Information Management (IHRIM).
 The most widely known HR certifications are the Professional in Human Resources
(PHR) and the Senior Professional in Human Resources (SPHR), both sponsored by the
Human Resource Certification Institute (HRCI).

Critical Thinking Challenges

1. Discuss several areas in which HR can affect organizational culture positively or

negatively.

Culture can facilitate high employee job performance. Excellent ideas can be enhanced by
a culture that is compatible with the needs of the business. This is how culture can be used
to create a competitive advantage.

Culture affects service and quality, organizational productivity, and financial results.
From a critical perspective, it is the culture of a company that affects the attraction and
retention of competent employees. Aligning the culture with what management is trying to
accomplish also determines the health of an organization by creating an environment that
capitalizes on human capital strengths.

2. Give some examples of ethical issues that you have experienced in jobs and explain how
HR did or did not help resolve them.

Students’ answers will vary. They might give examples that include illegal activities, such
as employee theft, or other activities, such as favoritism or dishonesty. Whether HR helped
to resolve such activities will vary based on the examples and the organizations.

3. Why is it important for HR management to transform from being primarily administrative

and operational to a more strategic contributor?

In for-profit companies, the HR group can develop policies that place the right people in
the right jobs at the right times to ensure that goals are being met. In not-for-profit
organizations, such as governmental and social service entities, HR leaders can manage
employees in a business-like manner to accomplish other functional goals. Overall, instead
of just understanding HR issues and concerns, HR staff should have a broad business focus
to help companies reach their strategic goals.

4. Assume you are an HR Director with a staff of seven people. A departmental objective is
for all staff members to become professionally certified within a year. Using the Internet
resources of HR associations, such as www.shrm.org and www.WorldatWork.org, develop
a table that identifies four to six certifications that could be obtained by your staff members
and show the important details for each certification.

Students’ answers will vary depending on the certifications selected. Details of the
certification can include the name of the organization, the name of the certificate, the
requirements, the certification process, and the relevant web address for more information.

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 9
Chapter 1: Human Resource Management in Organizations

5. Your company, a growing firm in the financial services industry, is extremely sensitive to
the issues surrounding business ethics. The company wants to be proactive in developing a
business ethics training program for all employees, both to ensure the company’s
reputation as an ethical organization in the community and to help maintain the industry’s
high standards. As the HR Director and someone who values the importance of having all
employees trained in the area of business ethics, you are in charge of developing the ethics
training program. It needs to be a basic program that can be presented to all employees in
the company. Resources for business ethics information can be found at www.business-
ethics.org/.

A. What legislative act prompted many U.S. companies to develop internal ethical
policies and procedures?

The Sarbanes-Oxley Act (SOX) was passed in 2002 by Congress to make certain that
publicly traded companies follow accounting controls that could reduce the
likelihood of illegal and unethical behaviors.

B. What are key concepts related to business ethics that should be considered in the
development of the ethics training program?

When the following programs exist, an ethical culture often develops, and ethical
behavior is encouraged:
 A written code of ethics and standards of conduct
 Training on ethical behavior for all executives, managers, and employees
 Advice to employees on ethical situations they face, often given by HR
 Systems for confidential reporting of ethical misconduct or questionable
behavior

Case: Organizational Culture Gone Wrong

Wells Fargo Bank pressured employees to cross-sell products to customers by setting unrealistic
sales targets for each employee, which resulted in an outbreak of rampant fraudulent activities in
the organization in an attempt to meet those targets.

1. How did the culture at Wells Fargo become so focused on growing sales through cross-
selling? What might be done in the future to reduce the reliance on single outcomes for
rewarding employees?

Students’ answers will vary. Students might say that it was primarily the "win at all costs"
attitude endorsed by the organization, cutthroat competition, and the hunger for financial
rewards that oriented the organizational culture to focus singularly on cross-selling.
Students may further suggest that the HR department recognize other employee
contributions apart from sales, revise incentive plans, and also incorporate intrinsic
rewards, such as professional growth, that would be longer-lasting and more fulfilling for
employees than extrinsic monetary rewards.

2. What steps should an employee take when faced with coworkers who are acting
unethically in order to meet performance objectives? How could HR be informed and
asked to help remedy such situations?

Students’ answers will vary. Some students may suggest that the employee first assess the
situation and try to find out if the unethical behavior violates any laws or government
codes. The employee should also evaluate if the unethical behavior violates organizational
and professional standards of conduct. The employee should also analyze if the unethical

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 10
Chapter 1: Human Resource Management in Organizations

behavior stems from a fault in management's planning or from the inherent nature of
coworkers to engage in malpractice. Students may also ask the employee to speak to the
appropriate people in the organization, especially HR personnel, about their ethics
concerns. Students may also say that, in such situations, HR should be cooperative and, as
a preventive measure, set up a strong code of conduct and ethics policy and enforce them
at all levels of the organization without bias.

Supplemental Cases

Water Quality Association: Building Competencies with Technology

This case describes a company that uses strategic training initiatives such as experiential and
informal learning to ensure that its employees master important competencies and skills. The
company’s use of apprenticeships and technology approaches deliver content in user-friendly
ways to engage employees. (For the case, visit MindTap® at www.cengage.com/login.)

1. How did the Water Quality Association’s use of technology help enhance how employees
acquired important work competencies? Can you think of any other mobile technology
applications that might be used to enhance WQA’s learning activities?

Students’ answers will vary. They should consider the value of reinforcing skills, tracking
progress, rewarding activity completion, and the use of mobile technology in training.

Suggestions for additional mobile technology applications will vary. One example could be
a “help desk” that is available via mobile technology that suggests troubleshooting
techniques for employees who go to customer sites.

2. What is your opinion of Apprenticeship 3.0? Is it an approach that you would consider
using as an HR manager, or does it need further development?

Students’ answers will vary. A drawback could be the lack of interaction with another
person, which could hamper an employee who learns best through interaction with other
people rather than technology.

Rio Tinto: Redesigning HR

This case describes a company that must reduce its workforce due to the 2008 global recession.
The approach used was global in nature, and downsizing efforts were highly coordinated and
consistent across all areas of the business. (For the case, visit MindTap® at
www.cengage.com/login.)

1. How did Rio Tinto’s revamping of HR help with minimizing the potential problems with
the reduction in force? What role would an HRIS (also called a Human Resource
Information System) have to play in managing an RIF?

By following a common approach using regional severance policies, a comprehensive

database, and measurement tools to track the impact of the redirections, Rio Tinto
managed to implement the RIF in an efficient, ethical, and sensitive manner. Having
moved the HR professionals across product groups, locations, and assignments, the
company fostered a more consistent culture, which helped the HR managers to recognize
and follow consistent policies and standards for the whole company. Bringing together
disparate HR departments across multiple business units increased speed and lowered
costs.

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 11
Chapter 1: Human Resource Management in Organizations

HRIS would play a very important role in the event of downsizing. The presence of HRIS
improves the efficiency with which the data on employees and HR activities are compiled.
It would help the HR department to administrate efficiently and communicate quickly to the
employees. Also, while planning an RIF, strategic HR planning is required to carry out the
downsizing ethically and to avoid facing any legal challenges later, for example,
discrimination. Having accessible data enables HR planning and managerial decision
making to be based to a greater degree on information rather than relying on managerial
perceptions and intuition, making it more effective.

2. Without a consistent philosophy, policies, and approaches to reduction in force (or any
other disruptions in the future) what would the likely reactions from employees be?

When a company is downsized without proper plans, philosophy, and policies in place, it
might lead to increased workloads and loss of loyalty, morale, and motivation among the
remaining employees. Employees who have been terminated may deem their termination
unfair and unethical and may form a bad opinion about the company.

Phillips Furniture

This case describes a small company that has grown large enough to need a full-time HR person.
You have been selected to be the HR Manager, and you have to decide what HR activities are
needed and the role HR is to play. (For the case, visit MindTap® at www.cengage.com/login.)

1. On what activities would you tell Mr. Phillips you intend to focus? Why?

Answers may vary. The issue that needs the most attention is the human capital of the
organization. Not having enough quality workers is one of the major problems facing small
US businesses. Employees must be fit into the right job, trained, and given feedback if they
are to do well. Because there are multiple Philip Furniture stores, care must be taken to
see that inventory matters are properly taken care of, and good customer service should be
provided to earn future customers and retain current customers. The main tasks are
recruiting and training workers to drive up the sales and maintain proper inventory
control to keep the business running smoothly.

2. What would be your first actions, and why?

Answers may vary. Because Mr. Phillips has also gained control of Martin Furniture, it is
imperative to see that the transition of the employees from Martin Furniture to Phillips
Furniture is a smooth one. Proper and adequate training should be provided to help them
transition easily and adapt the culture at Phillips Furniture.

Comments

This case is quite useful in illustrating that personnel management is important in both small
organizations and large corporations. A student should recognize that the interface concept
emphasizes the need for the newly appointed personnel manager and the more experienced
operating managers to cooperate. A younger and newer person would have to identify the
appropriate “division” of personnel responsibilities that would be consistent with maintaining the
cooperation and support of the other managers in the firm.

Identification of the correct state of personnel activities in each of the seven interfaces would be
mandatory before definite actions and changes could be initiated. Winning acceptance as a
valuable aide, not an adversary, would be critical if future problems are to be minimized.

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Chapter 1: Human Resource Management in Organizations

Sysco

Large food services and distribution firm Sysco had to revise its HR management. Review this
case and identify how the changes at Sysco modified HR’s importance. (For the case, visit
MindTap® at www.cengage.com/login.)

1. How does the market-driven approach illustrate that HR has strategic, operational, and
administrative roles at Sysco?

The administrative role is heavily oriented to processing and record keeping. When
Sysco’s HR staff enters data into the Virtual Resource Center (VRC) and when they use
technology to calculate cost/benefit analyses, they are performing the administrative role.

The operational role emphasizes support for executives, managers, and employees when
addressing and resolving HR problems and issues. When Sysco’s corporate HR identified
ways it could assist regional operations, and then developed programs and services that
met regional needs, they were performing the operational role. Sysco’s HR was also
performing the operational role when they worked with the operational managers of the
warehouse workers and the truck and delivery drivers to reduce turnover in those
operational areas.

The strategic role focuses on the long-term implications of HR issues and is closely linked
to the strategic plans of the organization. When Sysco’s corporate HR conducts workplace
climate surveys of employees, they are involved in scanning the internal environment to
provide data to help upper-level managers make strategic decisions.

2. Discuss what types of HR changes could have affected reductions in workers’

compensation expenses, employee turnover, and increases in customer satisfaction.

The types of HR changes that could have affected reductions in workers’ compensation
expenses, employee turnover, and increases in customer satisfaction include:
 Collection of better data to track workers’ compensation claims
 Improvement in safety training to reduce workers’ compensation claims
 Better recruitment and selection to match the job to the worker
 Better training and development efforts
 Better employee relations that makes the employee feel valued by the organization
 More competitive base pay and incentive programs
 More effective orientation programs for new employees

HR, Culture, and Success at Google, Scripps, and UPS

This case describes HR’s role in the culture of three different companies. HR’s contribution to
organizational success in each case can be identified and further researched. (For the case, visit
MindTap® at www.cengage.com/login.)

1. How does the integration of HR with the organizational culture contribute to the success of
Google, Scripps, and UPS? To find ideas, go to the appropriate corporate website for each
of them and then search for additional insights.

Overall, HR departments at all three of these companies have integrated HR operations

that are in sync with their culture and HR is considered a strategic partner that will help
the organization meet organizational strategic objectives.

Google—the overriding key of HR at Google is its emphasis on organizational culture and

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 13
Chapter 1: Human Resource Management in Organizations

business objectives. Google HR focuses on giving its employees flexibility to produce

results, not just following core job requirements. HR at Google has established innovative
efforts for its people and made the administrative part of HR efficient. Minimizing forms,
data, and reports by using technology have occurred, which would be expected in a
technology firm.

Scripps Network (a prominent TV and communications corporation)—HR at Scripps plays

a core role in establishing strategic goals. HR has played a major role in getting multiple
cultures to integrate when the organization has merged separate media firms. A pay-for-
performance system that provides incentives is used to support the culture and core values.
HR at Scripps also emphasizes leadership development and the firm has widely used work
variability efforts such as work-life balance and telecommuting.

UPS—HR at UPS is linked with business objectives and uses communication and intranet
programs to ensure employees are kept constantly informed on business objectives and
workforce challenges. HR also plays a major role in promoting corporate integrity.
Established codes of conduct are consistently reviewed with all employees and include
specific examples of actual potential situations employees may face.

2. Discuss how some of the culture facets mentioned compare to ones in employers you have
worked for and explain the difference in the views of those employers.

Students’ answers will vary but most students probably have not had a chance to work for
companies with the reputation of Google, Scripps, and UPS.

Extra Teaching Video

On the Job Video: Jet Blue—Intro to HR

This short video will help reinforce key points and may prompt additional discussion from the
class.

Suggested Discussion Questions

1. What are the three roles typically assumed by Human Resource departments? Give an
example of how each of those roles is played out at Jet Blue.

Human Resource departments take on three roles: administrative, operational, and

strategic. The administrative role involves processing information and recordkeeping, and
it is often outsourced in today's organizations. The operational role involves acting as an
employee advocate with the organization, helping to ensure that employees are treated
fairly by managers and that managers can handle problem employees. Finally, the
strategic role occurs when HR managers interact with other senior managers to devise and
implement strategies for the organization.

At Jet Blue, HR plays an administrative role in the recruiting and selection process, by
keeping track of job applicants and their skills, knowledge, and abilities. This kind of
record keeping is crucial so that they can pick the correct people to hire as they are needed
to fill specific jobs. HR plays an operational role in handling performance management
and diversity. Employees and managers will often encounter issues in these areas that HR
can help to resolve. HR plays a strategic role in thinking about what kinds of employees
are needed to meet the needs of their customers. As LaToya Ingram points out, they try to
create an inclusive culture so that employees can perform really well and meet the needs of
customers effectively.

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 14
Chapter 1: Human Resource Management in Organizations

2. Employees are a core competency for many companies. How does Jet Blue manage their
human capital to become successful?

Lisa Borromeo, the Director of Brand Advertising and Market Planning at Jet Blue, says
that "Our business is such a commoditized business that the only way to really differentiate
us from our competitors is our people." Jet Blue manages their human capital by creating a
culture in which employees can thrive and customers will be happy. They hire diverse
employees to serve their diverse customers. They allow their employees to be individuals
and to use their specific strengths to perform their jobs at an optimal level instead of
requiring everyone to act in exactly the same way. Jet Blue helps their employees grow and
develop in several ways, including performance management reviews and a mentoring
program.

3. What challenge is Jet Blue facing with regard to Human Resources?

As Jet Blue becomes larger, it is harder to maintain their original culture. Captain Eric
Scott says, "I believe we are now at almost 16,000 crew members, you know, it takes more
effort to keep hold of who you are and, you know, what you stand for, because you have
that many more people who are responsible for keeping your branding culture alive, and as
it becomes more and more diverse, you know, you also have to help to kind of cultivate that
even more and more, so I do think it gets harder." Growth is an interesting challenge for
JetBlue because of their focus on diversity. On the one hand, the company is becoming
more diverse as it grows, but on the other hand, that diversity means more different
opinions about what the company should be. It is important to identify the key elements of
the culture that must be maintained and to know which elements can change as the
company grows.

© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Another Random Scribd Document
with Unrelated Content
As if from giant's stride or stroke,
Dun dust-like puffs of battle-smoke.

He turn'd, his left hand clutch'd the rein,

He struck awest his high right hand,
His arms were like the limbs of oak,
They knew too well the man's command,
They mounted, plunged ahead again,
And one look'd back, but no man spoke,
Of all that sullen iron band,
That reached along that barren land.

O weary days of weary blue,

Without one changing breath, without
One single cloud-ship sailing through
The blue seas bending round about
In one unbroken blotless hue.
Yet on they fled, and one look'd back
For ever down their distant track.

The tent is pitch'd, the blanket spread,

The earth receives the weary head,
The night rolls west, the east is gray,
The tent is struck, they mount, away;
They ride for life the livelong day,
They sweep the long grass in their track,
And one leads on, and one looks back.

What scenes they pass'd, what camps at morn,

What weary columns kept the road;
h h d f bl d l l 'd
What herds of troubled cattle low'd,
And trumpeted like lifted horn;
And everywhere, or road or rest,
All things were pointing to the west;
A weary, long, and lonesome track,
And all led on, but one look'd back.

They climb'd the rock-built breasts of earth,

The Titan-fronted, blowy steeps
That cradled Time.... Where Freedom keeps
Her flag of white blown stars unfurl'd,
They turn'd about, they saw the birth
Of sudden dawn upon the world;
Again they gazed; they saw the face
Of God, and named it boundless space.

And they descended and did roam

Through levell'd distances set round
By room. They saw the Silences
Move by and beckon: saw the forms,
The very beards, of burly storms,
And heard them talk like sounding seas.
On unnamed heights bleak-blown and brown,
And torn like battlements of Mars,
They saw the darknesses come down,
Like curtains loosen'd from the dome
Of God's cathedral, built of stars.

They pitch'd the tent, where rivers run

As if to drown the falling sun.
They saw the snowy mountains roll'd,
And heaved along the nameless lands
Like mighty billows; saw the gold
Of awful sunsets; saw the blush
Of sudden dawn, and felt the hush
Of heaven when the day sat down,
And hid his face in dusky hands.

The long and lonesome nights! the tent

That nestled soft in sweep of grass,
The hills against the firmament
Where scarce the moving moon could pass;
The cautious camp, the smother'd light,
The silent sentinel at night!

The wild beasts howling from the hill;

The troubled cattle bellowing;
The savage prowling by the spring,
Then sudden passing swift and still,
And bended as a bow is bent.
The arrow sent; the arrow spent
And buried in its bloody place,
The dead man lying on his face!

The clouds of dust, their cloud by day;

Their pillar of unfailing fire
The far North star. And high, and higher....
They climb'd so high it seem'd eftsoon
That they must face the falling moon,
That like some flame-lit ruin lay
 y
Thrown down before their weary way.

They learn'd to read the sign of storms,

The moon's wide circles, sunset bars,
And storm-provoking blood and flame;
And, like the Chaldean shepherds, came
At night to name the moving stars.
In heaven's face they pictured forms
Of beasts, of fishes of the sea.
They mark'd the Great Bear wearily
Rise up and drag his clinking chain
Of stars around the starry main.

What lines of yoked and patient steers!

What weary thousands pushing west!
What restless pilgrims seeking rest,
As if from out the edge of years!

What great yoked brutes with briskets low,

With wrinkled necks like buffalo,
With round, brown, liquid, pleading eyes,
That turn'd so slow and sad to you,
That shone like love's eyes soft with tears,
That seem'd to plead, and make replies
The while they bow'd their necks and drew
The creaking load; and look'd at you.
Their sable briskets swept the ground,
Their cloven feet kept solemn sound.

Two sullen bullocks led the line,

Their great eyes shining bright like wine;
Two sullen captive kings were they,
That had in time held herds at bay,
And even now they crush'd the sod
With stolid sense of majesty,
And stately stepp'd and stately trod,
As if 'twas something still to be
Kings even in captivity.

XIV.
 And why did these same sunburnt men
Let Morgan gain the plain, and then
Pursue him to the utter sea?
You ask me here impatiently.
And I as pertly must reply,
My task is but to tell a tale,
To give a wide sail to the gale,
To paint the boundless plain, the sky;
To rhyme, nor give a reason why.

Mostlike they sought his gold alone,

And fear'd to make their quarrel known
Lest it should keep its secret bed;
Mostlike they thought to best prevail
And conquer with united hands
Alone upon the lonesome sands;
Mostlike they had as much to dread;
Mostlike—but I must tell my tale.

And Morgan, ever looking back,

Push'd on, push'd up his mountain track,
Past camp, past train, past caravan,
Past flying beast, past failing man,
Past brave men battling with a foe
That circled them with lance and bow
And feather'd arrows all a-wing;
Till months unmeasured came and ran
The calendar with him, as though
Old Time had lost all reckoning;
 g;
Then passed for aye the creaking trains,
And pioneers that named the plains.

Those brave old bricks of Forty-nine!

What lives they lived! what deaths they died!
A thousand cañons, darkling wide
Below Sierra's slopes of pine,
Receive them now.
And they who died
Along the far, dim, desert route.
Their ghosts are many.
Let them keep
Their vast possessions.
The Piute,
The tawny warrior, will dispute
No boundary with these. And I,
Who saw them live, who felt them die,
Say, let their unploughed ashes sleep,
Untouched by man, by plain or steep.

The bearded, sunbrown'd men who bore

The burthen of that frightful year,
Who toil'd, but did not gather store,
They shall not be forgotten.
Drear
And white, the plains of Shoshonee
Shall point us to that farther shore,
And long white shining lines of bones,
Make needless sign or white mile-stones.
 The wild man's yell, the groaning wheel;
The train that moved like drifting barge;
The dust that rose up like a cloud,
Like smoke of distant battle! Loud
The great whips rang like shot, and steel
Of antique fashion, crude and large,
Flash'd back as in some battle charge.

They sought, yea, they did find their rest

Along that long and lonesome way,
These brave men buffeting the West
With lifted faces.
Full were they
Of great endeavor. Brave and true
As stern Crusader clad in steel,
They died a-field as it was fit.
Made strong with hope, they dared to do
Achievement that a host to-day
Would stagger at, stand back and reel,
Defeated at the thought of it.

What brave endeavor to endure!

What patient hope, when hope was past!
What still surrender at the last,
A thousand leagues from hope! how pure
They lived, how proud they died!
How generous with life!
The wide
And gloried age of chivalry
Hath not one page like this to me.

Let all these golden days go by,

In sunny summer weather. I
But think upon my buried brave,
And breathe beneath another sky.
Let beauty glide in gilded car,
And find my sundown seas afar,
Forgetful that 'tis but one grave
From eastmost to the westmost wave.

Yea, I remember! The still tears

That o'er uncoffin'd faces fell!
The final, silent, sad farewell!
God! these are with me all the years!
They shall be with me ever. I
Shall not forget. I hold a trust.
They are a part of my existence.
When
Adown the shining iron track
You sweep, and fields of corn flash back,
And herds of lowing steers move by,
And men laugh loud, in mute distrust,
I turn to other days, to men
Who made a pathway with their dust.

XV.
 At last he pass'd all men or sign
Of man. Yet still his long black line
Was push'd and pointed for the west;
The sea, the utmost sea, and rest.

He climbed, descended, climbed again,

Until he stood at last as lone,
As solitary and unknown,
As some lost ship upon the main.

O there was grandeur in his air,

An old-time splendor in his eye,
When he had climb'd the bleak, the high,
The rock-built bastions of the plain,
And thrown a-back his blown white hair,
And halting turn'd to look again.

And long, from out his lofty place,

He look'd far down the fading plain
For his pursuers, but in vain.
Yea, he was glad. Across his face
A careless smile was seen to play,
The first for many a stormy day.

He turn'd to Ina, dark and fair

As some sad twilight; touch'd her hair,
Stoop'd low, and kiss'd her silently,
Then silent held her to his breast.
Then waved command to his black men,
Look'd east then mounted slow and then
Look d east, then mounted slow, and then
Led leisurely against the west.

And why should he, who dared to die,

Who more than once with hissing breath
Had set his teeth and pray'd for death,
Have fled these men, or wherefore fly
Before them now? why not defy?

His midnight men were strong and true,

And not unused to strife, and knew
The masonry of steel right well,
And all its signs that lead to hell.

It might have been his youth had wrought

Some wrong his years would now repair
That made him fly and still forbear;
It might have been he only sought
To lead them to some fatal snare
And let them die by piece-meal there.

It might have been that his own blood,

A brother, son, pursued with curse.
It might have been this woman fair
Was this man's child, an only thing
To love in all the universe,
And that the old man's iron will
Kept pirate's child from pirate still.
These rovers had a world their own,
Had laws, lived lives, went ways unknown.
 I trow it was not shame or fear
Of any man or any thing
That death in any shape might bring.
It might have been some lofty sense
Of his own truth and innocence,
And virtues lofty and severe—
Nay, nay! what need of reasons here?

They touch'd a fringe of tossing trees

That bound a mountain's brow like bay,
And through the fragrant boughs a breeze
Blew salt-flood freshness.
Far away,
From mountain brow to desert base
Lay chaos, space, unbounded space,
In one vast belt of purple bound.
The black men cried, "The sea!" They bow'd
Their black heads in their hard black hands.
They wept for joy.
They laugh'd, and broke
The silence of an age, and spoke
Of rest at last; and, group'd in bands,
They threw their long black arms about
Each other's necks, and laugh'd aloud,
Then wept again with laugh and shout.

Yet Morgan spake no word, but led

His band with oft-averted head
Right through the cooling trees, till he
Stood o t pon the loft b o
Stood out upon the lofty brow
And mighty mountain wall.
And now
The men who shouted, "Lo, the sea!"
Rode in the sun; but silently:
Stood in the sun, then look'd below.
They look'd but once, then look'd away,
Then look'd each other in the face.
They could not lift their brows, nor say,
But held their heads, nor spake, for lo!
Nor sea, nor voice of sea, nor breath
Of sea, but only sand and death,
And one eternity of space
Confronted them with fiery face.

'Twas vastness even as a sea,

So still it sang in symphonies;
But yet without the sense of seas,
Save depth, and space, and distances.
'Twas all so shoreless, so profound,
It seem'd it were earth's utter bound.
'Twas like the dim edge of death is,
'Twas hades, hell, eternity!

XVI.
 Then Morgan hesitating stood,
Look'd down the deep and steep descent
With wilder'd brow and wonderment,
Then gazed against the cooling wood.

And she beside him gazed at this,

Then turn'd her great, sad eyes to his;
He shook his head and look'd away,
Then sadly smiled, and still did say,
"To-morrow, child, another day."

O thou to-morrow! Mystery!

O day that ever runs before!
What has thine hidden hand in store
For mine, to-morrow, and for me?
O thou to-morrow! what hast thou
In store to make me bear the now?

O day in which we shall forget

The tangled troubles of to-day!
O day that laughs at duns, at debt!
O day of promises to pay!
O shelter from all present storm!
O day in which we shall reform!

O day of all days for reform!

Convenient day of promises!
Hold back the shadow of the storm.
O bless'd to-morrow! Chiefest friend,
Let not thy mystery be less
Let not thy mystery be less,
But lead us blindfold to the end.

XVII.

Old Morgan eyed his men, look'd back

Against the groves of tamarack,
Then tapp'd his stirrup-foot, and stray'd
His hard left hand along the mane
Of his strong steed, and careless play'd
His fingers through the silken skein,
And seemed a time to touch the rein.

And then he spurr'd him to her side,

And reach'd his hand and, leaning wide,
He smiling push'd her falling hair
Back from her brow, and kiss'd her there.

Yea, touch'd her softly, as if she

Had been some priceless, tender flower,
Yet touch'd her as one taking leave
Of his one love in lofty tower
Before descending to the sea
Of battle on his battle eve.
XVIII.
 A distant shout! quick oaths! alarms!
The black men start up suddenly,
Stand in the stirrup, clutch their arms,
And bare bright arms all instantly.

But he, he slowly turns, and he

Looks all his full soul in her face.
He does not shout, he does not say,
But sits serenely in his place
A time, then slowly turns, looks back
Between the trim-bough'd tamarack,
And up the winding mountain way,
To where the long strong grasses lay.

He raised his glass in his two hands,

Then in his left hand let it fall,
Then seem'd to count his fingers o'er,
Then reach'd his glass, waved cold commands,
Then tapp'd his stirrup as before,
Stood in the stirrup stern and tall,
Then ran his hand along the mane
Half nervous-like, and that was all.

His head half settled on his breast,

His face a-beard like bird a-nest,
And then he roused himself, he spoke,
He reach'd an arm like arm of oak,
He struck a-west his great broad hand,
And seem'd to hurl his hot command.
 He clutch'd his rein, struck sharp his heel,
Look'd at his men, and smiled half sad,
Half desperate, then hitch'd his steel,
And all his stormy presence had,
As if he kept once more his keel
On listless seas where breakers reel.

He toss'd again his iron hand

Above the deep, steep desert space,
Above the burning seas of sand,
And look'd his black men in the face.

They spake not, nor look'd back again,

They struck the heel, they clutch'd the rein,
And down the darkling plunging steep
They dropped toward the dried-up deep.

Below! It seem'd a league below,

The black men rode, and she rode well,
Against the gleaming sheening haze
That shone like some vast sea ablaze,
That seem'd to gleam, to glint, to glow
As if it mark'd the shores of hell.

Then Morgan stood alone, look'd back

From off the fierce wall where he stood,
And watch'd his dusk approaching foe.
He saw him creep along his track,
Saw him descending from the wood,
And smiled to see how worn and slow
And smiled to see how worn and slow.

Then when his foemen hounding came

In pistol-shot of where he stood,
He wound his hand in his steed's mane,
And plunging to the desert plain,
Threw back his white beard like a cloud,
And looking back did shout aloud
Defiance like a stormy flood,
And shouted, "Vasques!" called his name,
And dared him to the desert flame.

XIX.
 A cloud of dust adown the steep,
Where scarce a whirling hawk would sweep,
The cloud his foes had follow'd fast,
And Morgan like a cloud had pass'd,
Yet passed like some proud king of old;
And now mad Vasques could not hold
Control of his one wild desire
To meet old Morgan, in his ire.

He cursed aloud, he shook his rein

Above the desert darkling deep,
And urged his steed toward the steep,
But urged his weary steed in vain.

Old Morgan heard his oath and shout,

And Morgan turn'd his head once more,
And wheel'd his stout steed short about,
Then seem'd to count their numbers o'er.

And then his right hand touch'd his steel,

And then he tapp'd his iron heel
And seem'd to fight with thought.
At last,
As if the final die was cast,
And cast as carelessly as one
Would toss a white coin in the sun,
He touch'd his rein once more, and then
His pistol laid with idle heed
Prone down the toss'd mane of his steed,
And he rode down the rugged way
Tow'rd where the wide, white desert lay,
By broken gorge and cavern'd den,
And join'd his band of midnight men.

Some say the gray old man had crazed

From mountain fruits that he had pluck'd
While winding through the wooded ways
Above the steep.
But others say
That he had turn'd aside and suck'd
Sweet poison from the honey dews
That lie like manna all the day
On dewy leaves so crystal fair
And temptingly that none refuse;
That thus made mad the man did dare
Confront the desert and despair.

Then other mountain men explain,

That when one looks upon this sea
Of glowing sand, he looks again,
Again, through gossamers that run
In scintillations of the sun
Along this white eternity,
And looks until the brain is dazed,
Bewilder'd, and the man is crazed.

Then one, a grizzled mountaineer,

A thin and sinewy old man,
With face all wrinkle-wrought, and tan,
And presence silent and austere,
Does tell a tale, with reaching face
And bated breath, of this weird place,
Of many a stalwart mountaineer
And Piute tall who perish'd here.

He tells a tale with whisper'd breath

Of skin-clad men who track'd this shore,
Once populous with sea-set town,
And saw a woman wondrous fair,
And, wooing, follow'd her far down
Through burning sands to certain death;
And then he catches short his breath.

He tells: Nay, this is all too long;

Enough. The old man shakes his hair
When he is done, and shuts his eyes,
So satisfied and so self-wise,
As if to say, "'Tis nothing rare,
This following the luring fair
To death, and bound in thorny thong;
'Twas ever thus; the old, old song."

XX.
 Go ye and look upon that land,
That far vast land that few behold,
And none beholding understand,—
That old, old land which men call new,
That land as old as time is old;—
Go journey with the seasons through
Its wastes, and learn how limitless,
How shoreless lie the distances,
Before you come to question this
Or dare to dream what grandeur is.

The solemn silence of that plain,

Where unmanned tempests ride and reign,
It awes and it possesses you.
'Tis, oh! so eloquent.
The blue
And bended skies seem built for it,
With rounded roof all fashioned fit,
And frescoed clouds, quaint-wrought and true;
While all else seems so far, so vain,
An idle tale but illy told,
Before this land so lone and old.

Its story is of God alone,

For man has lived and gone away,
And left but little heaps of stone,
And all seems some long yesterday.

Lo! here you learn how more than fit

And dignified is silence, when
You hear the petty jeers of men
Who point, and show their pointless wit.

The vastness of that voiceless plain,

Its awful solitudes remain
Thenceforth for aye a part of you,
And you are of the favored few,
For you have learn'd your littleness,
And heed not names that name you less.

Some silent red men cross your track;

Some sun-tann'd trappers come and go;
Some rolling seas of buffalo
Break thunder-like and far away
Against the foot-hills, breaking back
Like breakers of some troubled bay;
But not a voice the long, lone day.

Some white-tail'd antelope blow by

So airy-like; some foxes shy
And shadow-like shoot to and fro
Like weavers' shuttles, as you pass;
And now and then from out the grass
You hear some lone bird cluck, and call
A sharp keen call for her lost brood,
That only makes the solitude,
That mantles like some sombre pall,
Seem deeper still, and that is all.

d d f
 A wide domain of mysteries
And signs that men misunderstand!
A land of space and dreams; a land
Of sea-salt lakes and dried-up seas!

A land of caves and caravans,

And lonely wells and pools;
A land
That hath its purposes and plans,
That seems so like dead Palestine,
Save that its wastes have no confine
Till push'd against the levell'd skies;
A land from out whose depths shall rise
The new-time prophets.
Yea, the land
From out whose awful depths shall come,
All clad in skins, with dusty feet,
A man fresh from his Maker's hand,
A singer singing oversweet,
A charmer charming very wise;
And then all men shall not be dumb.

Nay, not be dumb, for he shall say,

"Take heed, for I prepare the way
For weary feet."
Lo! from this land
Of Jordan streams and sea-wash'd sand,
The Christ shall come when next the race
Of man shall look upon his face.
XXI.
 Pursuer and pursued! who knows
The why he left the breezy pine,
The fragrant tamarack and vine,
Red rose and precious yellow rose!

Nay, Vasques held the vantage ground

Above him by the wooded steep,
And right nor left no passage lay,
And there was left him but that way,—
The way through blood, or to the deep
And lonesome deserts far profound,
That know not sight of man, or sound.

Hot Vasques stood upon the rim,

High, bold, and fierce with crag and spire.
He saw a far gray eagle swim,
He saw a black hawk wheel, retire,
And shun that desert wide a-wing,
But saw no other living thing.

High in the full sun's gold and flame

He halting and half waiting came
And stood below the belt of wood,
Then moved along the broken hill
And looked below.
And long he stood
With lips set firm and brow a-frown,
And warring with his iron will.
He mark'd the black line winding down
As if into the doors of death.
And as he gazed a breath arose
As from his far-retreating foes,
So hot it almost took his breath.

His black eye flashed an angry fire,

He stood upon the mountain brow,
With lifted arm like oaken bough;
The hot pursuer halting stood
Irresolute, in nettled ire;
Then look'd against the cooling wood,
Then strode he sullen to and fro,
Then turned and long he gazed below.

The sands flash'd back like fields of snow,

Like far blown seas that flood and flow.
The while the rounded sky rose higher,
And cleaving through the upper space,
The flush'd sun settled to his place,
Like some far hemisphere of fire.

And yet again he gazed. And now,

Far off and faint, he saw or guess'd
He saw, beyond the sands a-west,
A dim and distant lifting beach
That daring men might dare and reach:
Dim shapes of toppled peaks with pine,
And water'd foot-hills dark like wine,
And fruits on many a bended bough.

h l d 'd d h kh h d
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