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Fundamentals of Human Resource Management
2
To my wife, Marie, and our six children,
R.N.L.
J.R.H.
3
Fundamentals of Human Resource Management
Functions, Applications, Skill Development
Robert N. Lussier
Springfield College
John R. Hendon
University of Arkansas at Little Rock
4
FOR INFORMATION:
E-mail: [email protected]
1 Oliver’s Yard
55 City Road
United Kingdom
India
3 Church Street
Singapore 049483
All rights reserved. No part of this book may be reproduced or utilized in any form or by any means,
electronic or mechanical, including photocopying, recording, or by any information storage and retrieval
system, without permission in writing from the publisher.
All trademarks depicted within this book, including trademarks appearing as part of a screenshot, figure, or
other image are included solely for the purpose of illustration and are the property of their respective holders.
The use of the trademarks in no way indicates any relationship with, or endorsement by, the holders of said
trademarks.
Library of Congress Cataloging-in-Publication Data
Title: Fundamentals of human resource management: functions, applications, skill development / Robert N. Lussier, John R. Hendon.
Description: Los Angeles : Sage, [2017] | Includes bibliographical references and index.
Classification: LCC HF5549 .L8247 2017 | DDC 658.3--dc23 LC record available at http://lccn.loc.gov/2015035721
5
eLearning Editor: Katie Bierach
6
Brief Contents
Preface
Acknowledgments
About the Authors
PART I 21st Century Human Resource Management Strategic Planning and Legal Issues
Chapter 1. The New Human Resource Management Process
Chapter 2. Strategy-Driven Human Resource Management
Chapter 3. The Legal Environment and Diversity Management
PART II Staffing
Chapter 4. Matching Employees and Jobs: Job Analysis and Design
Chapter 5. Recruiting Job Candidates
Chapter 6. Selecting New Employees
PART III Developing and Managing
Chapter 7. Training, Learning, Talent Management, and Development
Chapter 8. Performance Management and Appraisal
Chapter 9. Employee Rights and Labor Relations
PART IV Compensating
Chapter 10. Compensation Management
Chapter 11. Employee Incentives and Benefits
PART V Protecting and Expanding Organizational Outreach
Chapter 12. Workplace Safety, Health, and Security
Chapter 13. Organizational Ethics, Sustainability, and Social Responsibility
Chapter 14. Global Issues for Human Resource Managers
Appendix
Glossary
Notes
Index
7
8
Detailed Contents
Preface
Acknowledgments
About the Authors
PART I 21st Century Human Resource Management Strategic Planning and Legal Issues
Chapter 1. The New Human Resource Management Process
Why Study Human Resource Management (HRM)?
21st Century HRM
HRM Then and Now
HRM Challenges
Critical Dependent Variables
Technology and Knowledge
Labor Demographics
Disciplines Within HRM
The Legal Environment: EEO and Diversity Management
Staffing
Training and Development
Employee Relations
Labor and Industrial Relations
Compensation and Benefits
Safety and Security
Ethics and Sustainability
HRM Responsibilities
Line Versus Staff Management
Major HR Responsibilities of HR Staff and Line Management
HRM Skills
Technical Skills
Human Relations Skills
Conceptual and Design Skills
Business Skills
HRM Careers
Society for Human Resource Management (SHRM)
Other HR Organizations
Professional Liability
Practitioner’s Model for HRM
The Model
Trends and Issues in HRM
Creating an Engaged Workforce
9
Reverse Discrimination Rulings Continue to Evolve
Chapter Summary
Key Terms Review
Communication Skills
Case 1-1 Ba-Zynga! Zynga Faces Trouble in Farmville
Skill Builders
Chapter 2. Strategy-Driven Human Resource Management
Strategy and Strategic Planning in the 21st Century: The Organization and the
Environment
The External Environment
Strategy
What Is Strategy?
Visions, Missions, and Objectives
Types of Strategies
How Strategy Affects HRM
How HRM Promotes Strategy
Structure
Basics of Organizational Structure
How Does Structure Affect Employee Behavior?
How Does Structure Affect HRM?
Organizational Culture
What Is Organizational Culture?
How Culture Controls Employee Behavior in Organizations
Social Media and Culture Management
An Introduction to Data Analytics for HRM
A Brief on Data Analytics
HR Analytics
Desired Outcomes
Human Resource Information Systems (HRIS)
What Are HRIS?
How Do HRIS Assist in Making Decisions?
Measurement Tools for Strategic HRM
Economic Value Added (EVA)
Return on Investment (ROI)
Trends and Issues in HRM
Everything Old Is New Again: Managing Data for HRM Decision Making
Continuing Globalization Increases the Need for Strategic and HRM Planning
Chapter Summary
Key Terms Review
Communication Skills
10
Case 2-1 Strategy-Driven HR Management: Netflix, A Behind-The-Scenes Look At
Delivering Entertainment
Skill Builders
Chapter 3. The Legal Environment and Diversity Management
The Legal Environment for HRM: Protecting Your Organization
A User’s Guide to Managing People: The OUCH Test
Objective
Uniform in Application
Consistent in Effect
Has Job Relatedness
Major Employment Laws
Equal Pay Act of 1963
Title VII of the Civil Rights Act of 1964 (CRA)
Age Discrimination in Employment Act of 1967 (ADEA)
Vietnam Era Veterans Readjustment Assistance Act of 1974 (VEVRAA)
Pregnancy Discrimination Act of 1978 (PDA)
Americans with Disabilities Act of 1990 (ADA), as Amended in 2008
Civil Rights Act of 1991
Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA)
Veterans Benefits Improvement Act of 2004 (VBIA)
Title II of the Genetic Information Nondiscrimination Act of 2008 (GINA)
Lilly Ledbetter Fair Pay Act of 2009 (LLFPA)
Equal Employment Opportunity Commission (EEOC)
What Does the EEOC Do?
Employee Rights Under the EEOC
Employer Rights and Prohibitions
EEO, Affirmative Action, and Diversity: What’s the Difference?
Affirmative Action (AA)
Diversity in the Workforce
Sexual Harassment: A Special Type of Discrimination
Types of Sexual Harassment
What Constitutes Sexual Harassment?
Reducing Organizational Risk From Sexual Harassment Lawsuits
Religious Discrimination
Trends and Issues in HRM
Federal Agencies Are Becoming More Activist in Pursuing Discrimination Claims
The ADA and the ADA Amendments Act (ADAAA)
Chapter Summary
Key Terms Review
Communication Skills
11
Case 3-1 English-Only: One Hotel’s Dilemma
Skill Builders
PART II Staffing
Chapter 4. Matching Employees and Jobs: Job Analysis and Design
Employee and Job Matching
Workflow Analysis
Organizational Output
Tasks and Inputs
Job Analysis
Why Do We Need to Analyze Jobs?
Databases
Job Analysis Methods
Outcomes: Job Description and Job Specification
Job Design/Redesign
Organizational Structure and Job Design
Approaches to Job Design and Redesign
The Job Characteristics Model (JCM)
Designing Motivational Jobs
Job Simplification
Job Expansion
Job Design for Flexibility
HR Forecasting
Forecasting Methods
Reconciling Internal Labor Supply and Demand
Options for a Labor Surplus
Options for a Labor Shortage
Trends and Issues in HRM
O*Net as a Tool for Job Analysis
Workflows and Job Design for Sustainability
Chapter Summary
Key Terms Review
Communication Skills
Case 4-1 Gauging Employment at Honeywell
Skill Builders
Chapter 5. Recruiting Job Candidates
The Recruiting Process
External Forces Acting on Recruiting Efforts
Organizational Recruiting Considerations
What Policies to Set
When to Recruit
12
Alternatives to Recruitment
Reach of the Recruiting Effort
Social Media Recruiting
Internal or External Recruiting?
Internal Recruiting
External Recruiting
Challenges and Constraints in Recruiting
Budgetary Constraints
Policy Constraints and Organizational Image
Job Characteristics and the Realistic Job Preview (RJP)
The Recruiter–Candidate Interaction
Evaluation of Recruiting Programs
Yield Ratio
Cost per Hire
Time Required to Hire
New Hire Turnover
New Hire Performance
Trends and Issues in HRM
Talent Wars
Global Knowledge Workers as an On-Demand Workforce
Chapter Summary
Key Terms Review
Communication Skills
Case 5-1 LINKEDIN: How Does the World’s Largest Professional Network Network?
Skill Builders
Chapter 6. Selecting New Employees
The Selection Process
The Importance of the Selection Process
Steps in the Selection Process
Looking for “Fit”
Personality-Job Fit
Ability-Job Fit
Person-Organization Fit
Uniform Guidelines on Employee Selection Procedures
What Qualifies as an Employment Test?
Valid and Reliable Measures
Applications and Preliminary Screening
Applications and Résumés
Pre-employment Inquiries
Testing and Legal Issues
13
The EEOC and Employment Testing
Polygraph and Genetic Testing
Written Testing
Physical Testing
Selection Interviews
Interviewing
Types of Interviews and Questions
Preparing for and Conducting the Interview
Background Checks
Credit Checks
Criminal Background Checks
Reference Checks
Web Searches
Selecting the Candidate and Offering the Job
Hiring
Trends and Issues in HRM
Selection With a Global Workforce
HRIS and the Selection Process
Chapter Summary
Key Terms Review
Communication Skills
Case 6-1 Not Getting Face Time at Facebook—and Getting the Last Laugh!
Skill Builders
PART III Developing and Managing
Chapter 7. Training, Learning, Talent Management, and Development
The Need for Training and Development
Training and Development
When Is Training Needed?
The Training Process and Needs Assessment
Steps in the Training Process
Needs Assessment
Employee Readiness
Learning and Shaping Behavior
Learning
Operant Conditioning and Reinforcement
Shaping Behavior
Design and Delivery of Training
On-the-Job Training (OJT)
Classroom Training
Distance or E-Learning
14
Assessing Training
Assessment Methods
Choosing Assessment Methods
Talent Management and Development
Careers
Common Methods of Employee Development
A Model of Career Development Consequences
Trends and Issues in HRM
The Gamification of Training and Development
Outsourcing Employee Training and Development
Chapter Summary
Key Terms Review
Communication Skills
Case 7-1 Google Search: Building the Program that Writes the Code to Find Female
Talent
Skill Builders
Chapter 8. Performance Management and Appraisal
Performance Management Systems
Performance Management Versus Performance Appraisal
The Performance Appraisal Process
Accurate Performance Measures
Why Do We Conduct Performance Appraisals?
Communication (Informing)
Decision Making (Evaluating)
Motivation (Engaging)
What Do We Assess?
Trait Appraisals
Behavioral Appraisals
Results Appraisals
How Do We Use Appraisal Methods and Forms?
Critical Incidents Method
Management by Objectives (MBO) Method
Narrative Method or Form
Graphic Rating Scale Form
Behaviorally Anchored Rating Scale (BARS) Form
Ranking Method
Which Option Is Best?
Who Should Assess Performance?
Supervisor
Peers
15
Subordinates
Self
Customers
360-Degree Evaluations
Performance Appraisal Problems
Common Problems Within the Performance Appraisal Process
Avoiding Performance Appraisal Process Problems
Debriefing the Appraisal
The Evaluative Performance Appraisal Interview
The Developmental Performance Appraisal Interview
Trends and Issues in HRM
Is It Time to Do Continuous Appraisals?
Competency-Based Performance Management
Chapter Summary
Key Terms Review
Communication Skills
Case 8-1 Amazon.com: Selling Employee Performance With Organization and Leadership
Review
Skill Builders
Chapter 9. Employee Rights and Labor Relations
Managing and Leading Your Workforce
Trust and Communication
Job Satisfaction
Measuring Job Satisfaction
Determinants of Job Satisfaction
Commonly Accepted Employee Rights
Right of Free Consent
Right to Due Process
Right to Life and Safety
Right of Freedom of Conscience (Limited)
Right to Privacy (Limited)
Right to Free Speech (Limited)
Management Rights
Codes of Conduct
Employment-at-Will
Coaching, Counseling, and Discipline
Coaching
Counseling
Disciplining
Legal Issues in Labor Relations
16
The Railway Labor Act (RLA) of 1926
The National Labor Relations Act (NLRA) of 1935 (Wagner Act)
The Labor Management Relations Act (LMRA) of 1947 (Taft-Hartley Act)
The Worker Adjustment and Retraining Notification Act of 1988 (WARN Act)
Unions and Labor Rights
Union Organizing
Labor Relations and Collective Bargaining
Grievances
Decertification Elections
Trends and Issues in HRM
Facebook, Twitter, etc. @ Work: Are They Out of Control?
Nonunion Worker Protection and the NLRB
Chapter Summary
Key Terms Review
Communication Skills
Case 9-1 Off-Duty Misconduct
Skill Builders
PART IV Compensating
Chapter 10. Compensation Management
Compensation Management
The Compensation System
Motivation and Compensation Planning
Organizational Philosophy
Ability to Pay
What Types of Compensation?
Pay for Performance or Pay for Longevity?
Skill-Based or Competency-Based Pay?
At, Above, or Below the Market?
Wage Compression
Pay Secrecy
Legal and Fairness Issues in Compensation
Fair Labor Standards Act of 1938 (Amended)
Pay Equity and Comparable Worth
Other Legal Issues
Job Evaluation
External Method
Job Ranking Method
Point-Factor Method
Factor Comparison Method
Developing a Pay System
17
Job Structure and Pay Levels
Pay Structure
Trends and Issues in HRM
A Shift From Base Pay to Variable Pay
The Technology of Compensation
Chapter Summary
Key Terms Review
Communication Skills
Case 10-1 Employee Red-Lining at CVS: The Have and the Have Not
Skill Builders
Chapter 11. Employee Incentives and Benefits
The Value of Incentives and Benefits
Individual Incentives
Advantages and Disadvantages of Individual Incentives
Individual Incentive Options
Group Incentives
Advantages and Disadvantages of Group Incentives
Group Incentive Options
Executive Compensation
The Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010
Executive Incentives
Statutory Benefits
Social Security and Medicare
Workers’ Compensation
Unemployment Insurance
Family and Medical Leave Act of 1993 (FMLA)
The Patient Protection and Affordable Care Act of 2010 (ACA)
Statutory Requirements When Providing Certain Voluntary Benefits
Voluntary Benefits
Paid Time Off
Group Health Insurance
Retirement Benefits
Other Employee Benefits
Flexible Benefit (Cafeteria) Plans
Trends and Issues in HRM
Incentives to Act Unethically?
Personalization of Health Care
Chapter Summary
Key Terms Review
Communication Skills
18
Case 11-1 Google Searches SAS for the Business Solution to How to Create an Award-
Winning Culture
Skill Builders
PART V Protecting and Expanding Organizational Outreach
Chapter 12. Workplace Safety, Health, and Security
Workplace Safety and OSHA
The Occupational Safety and Health Act (OSH Act)
The Occupational Safety and Health Administration (OSHA)
What Does OSHA Do?
Employer and Employee Rights and Responsibilities Under OSA
National Institute of Occupational Safety and Health (NIOSH)
Employee Health
Employee Assistance Programs (EAPs) and Employee Wellness Programs (EWPs)
Ergonomics and Musculoskeletal Disorders (MSDs)
Safety and Health Management and Training
Stress
Functional and Dysfunctional Stress
Stress Management
The Stress Tug-of-War
Workplace Security
Cyber Security
General Security Policies, Including Business Continuity and Recovery
Workplace Violence
Social Media for Workplace Safety and Security
Employee Selection and Screening
Trends and Issues in HRM
Employee Wellness
Bullying in the Workplace
Chapter Summary
Key Terms Review
Communication Skills
Case 12-1 Nike: Taking a Run at Fixing Outsourced Worker Safety
Skill Builders
Chapter 13. Organizational Ethics, Sustainability, and Social Responsibility
Ethical Organizations
Ethics Defined
Contributing Factors to Unethical Behavior
Ethical Approaches
Codes of Ethics
Creating and Maintaining Ethical Organizations
19
Corporate Social Responsibility (CSR)
CSR Defined
Stakeholders and CSR
Levels of Corporate Social Responsibility
Sustainability
HR and Organizational Sustainability
Sustainability Training
The Sustainable 21st Century Organization
Trends and Issues in HRM
Sustainability-Based Benefits
Does Diversity Training Work?
Chapter Summary
Key Terms Review
Communication Skills
Case 13-1 Microsoft, Nokia, and the Finnish Government: A Promise Made, A Promise
Broken?
Skill Builders
Chapter 14. Global Issues for Human Resource Managers
Globalization of Business and HRM
Reasons for Business Globalization
Is HRM Different in Global Firms?
Legal, Ethical, and Cultural Issues
International Labor Laws
US Law
National Culture
Global Staffing
Skills and Traits for Global Managers
Staffing Choice: Home-, Host-, or Third-Country Employees
Outsourcing as an Alternative to International Expansion
Developing and Managing Global Human Resources
Recruiting and Selection
Expatriate Training and Preparation
Repatriation After Foreign Assignments
Compensating Your Global Workforce
Pay
Incentives in Global Firms
Benefit Programs Around the World
Trends and Issues in HRM
Globalization of Business Is a Trend!
The Worldwide Labor Environment
20
Chapter Summary
Key Terms Review
Communication Skills
Case 14-1 IBM (I’ve Been Moved) at HSBC: Keeping Compensation Competitive With
ECA International
Skill Builders
Appendix
Glossary
Notes
Index
21
Preface
In his book Power Tools, John Nirenberg asks, “Why are so many well-intended students learning so much
and yet able to apply so little in their personal and professional lives?” The world of business and human
resource management (HRM) has changed, and so should how it is taught. Increasing numbers of students
want more than lectures to gain an understanding of the concepts of HRM. They want their courses to be
relevant and to apply what they learn, and they want to develop skills they can use in their everyday life and at
work. It’s not enough to learn about HRM; they want to learn how to be HR managers. This is why we wrote
the book. After reviewing and using a variety of HRM books for more than a decade, we didn’t find any that
(1) could be easily read and understood by students and (2) effectively taught students how to be HR
managers. We wrote this text out of our desire to prepare students to be successful HR managers and/or to
use HRM skills as line managers or employees. As the subtitle states, this book not only presents the
important HRM concepts and functions, but also takes students to the next level by actually engaging them
by teaching them to apply the concepts through critical thinking and to develop HRM skills they can use in
their personal and professional lives.
22
Market and Course
This book is for undergraduate and graduate-level courses in human resource management (HRM) including
personnel management. It is appropriate for a first course in an HRM major, as well as required and elective
courses found in business schools. This textbook is also appropriate for HRM courses taught in other
disciplines such as education and psychology, particularly Industrial Psychology and Organizational
Psychology, and can be utilized for training courses in Supervision. The level of the text assumes no prior
background in business or HRM. This book is an excellent choice for online and hybrid courses in HRM.
23
Learning By Doing: A Practical Approach
I (Lussier) started writing management textbooks in 1988—prior to the calls by the Association to Advance
Collegiate Schools of Business (AACSB) for skill development—to help professors teach their students how
to apply concepts and develop management skills. Pfeffer and Sutton (The Knowing-Doing Gap, 2000)
concluded that the most important insight from their research is that knowledge that is actually implemented
is much more likely to be acquired from learning by doing than from learning by reading, listening, or
thinking. We designed this book to give students the opportunity to “learn by doing” with the following
approaches:
24
A New Generation of Learners
Today’s students, including “Millennials” and “Generation Z” or the Postmillennials, succeed when they are
fully engaged in learning on multiple levels; traditional methods of teaching do not always meet their needs.
Our text is flexible enough to accompany lecture-based teaching, and also offers a wide range of engaging
activities which accommodate a variety of contemporary learning styles. Many of the specific learning
preferences of today’s students have been addressed in the book’s overall approach, organization, and
distinctive features:
Active Learning
A desire for active learning is addressed with a large variety of activities and skill-building tools.
Practical Approaches
A desire for application and skills in personal and professional realms is addressed by a variety of
features throughout the text. Immediate application and ongoing self-assessment are found in the
Work Application prompts and self-assessment tools. Organization tools such as checklists, summaries,
and “how to” instructions are integrated throughout: for example, the marginal references to SHRM
curriculum guidelines.
Accessible Content
Chunking of content into easily digested segments helps students to organize study time. Visual
learning preferences are accommodated in colorful exhibits, models, and figures throughout the text,
along with an ancillary package which includes visual learning options. Internet learning preferences are
recognized in a robust web-based package which includes video and interactive features for students.
25
A Three-Pronged Approach
We have created a concise textbook intended to develop the full range of HRM competencies. As the title of
this book implies, we provide a balanced, three-pronged approach to the curriculum:
26
Concepts/Functions
The following features are provided to support the first step in the three-pronged approach.
HRM functions. Chapter 1 presents eight major HRM functions identified by SHRM with questions that
need to be answered. The book is structured around the eight functions in five parts; see the table of contents
for details. These functions are emphasized in order to show students the depth of knowledge that is required
of a 21st century HR manager.
Pedagogical aids. Each chapter includes Learning Outcomes, Chapter Summary and Key Terms, and Review
Questions. Marginal icons also indicate points at which (1) International Human Resources and (2) Ethics,
Sustainability, and Social Responsibility are discussed in the text.
SHRM’s Required Content, as well as many Secondary and Graduate-only HR Content Areas from the
SHRM Human Resource Curriculum: Guidebook and Templates for Undergraduate and Graduate Programs
(SHRM, 2013), are annotated for easy reference where they appear in each chapter of the text. A margin note
seen here identifies the Curriculum Guide topic being covered, and a reference number links to an appendix
covering the entire SHRM Curriculum Guide. Nearly all of the Primary Content Areas and Subtopics identified
in the SHRM Curriculum Guidebook are introduced within the text.
27
Applications
The following features are provided to support the second step in the three-pronged approach.
Opening Vignettes illustrate how a real-life Human Resources manager currently employed by the state of
Arkansas works within the various HRM functions in her daily activities.
Organizational examples of HRM concepts and functions appear throughout the book.
Work Applications incorporate open-ended questions which require students to explain how the HRM
concepts apply to their own work experience. Student experience can be present, past, summer, full-time,
part-time employment, or volunteer work.
Applying the Concept features ask the student to determine the most appropriate HRM concept to be used in
a specific short example.
Ethical Dilemma features give students examples of real-world situations in which they need to make a choice
using the concepts and skills from the chapter.
Cases at the end of each chapter illustrate how specific organizations use the HRM functions. Critical
thinking questions challenge the students to identify and apply the chapter concepts which are illustrated in
each case. Several longer and more comprehensive cases are also available to the instructor on the website,
either for testing material or to allow students to apply what they have learned over a significant part of the
course.
28
Skill Development
The following features are provided to support the third step in the three-pronged approach.
Self-Assessments help students to gain personal knowledge of how they will complete the HRM functions in
the real world. All information for completing and scoring is contained within the text.
Communication Skills at the end of each chapter include questions for class discussion, presentations, and/or
written assignments to develop critical thinking communication skills; they are based on HR Content Areas.
Behavior Modeling showing step-by-step actions to follow when implementing HRM functions, such as how
to conduct a job interview, performance appraisals, and coaching and disciplining, are presented throughout
the text.
Skill Development Exercises develop skills that can be used in students’ personal and professional lives. Many
of the competitor exercises tend to be discussion-oriented exercises that don’t actually develop a skill that can
be used immediately on the job.
29
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To these Irregular Pindaric Odes, besides, belong Dryden’s
celebrated odes Threnodia Augustalis and Alexander’s Feast, the
latter having a more lyrical form, with a short choral strophe after
each main stanza; and Pope’s Ode on St. Cecilia’s Day. A long list of
references to similar poems from Cowley to Tennyson is given in
Metrik, ii, §§ 516–22; amongst these different forms the rhymeless
odic stanzas occurring in Dr. Sayers (Dramatic Sketches), Southey
(e.g. Thalaba) and Shelley (Queen Mab) are noticeable.
§ 305. To these Irregular Pindaric Odes strong opposition was raised
by the dramatist Congreve, who in a special Discourse on the
Pindaric Ode (Poets, vii. 509) proved that Pindar’s odes were by no
means formed on the model of such an arbitrary strophic structure
as that of the so-called Pindaric Odes which had hitherto been
popular in English poetry. To refute this false view he explained and
emphasized their actual structure (see § 303), which he imitated
himself in his Pindaric Ode addressed to the Queen, written soon
after May 20, 1706, and composed in anisometrical rhyming verses.
He was mistaken, however, in thinking that he was the first to make
this attempt in English. Nearly a hundred years before him, Ben
Jonson had imitated Pindar’s odic form on exactly the same
principles; in his Ode Pindaric to the memory of Sir Lucius Carey and
Sir H. Morison (Poets, iv. 585) we have the strophe (turn),
antistrophe (counter-turnnd the epode (stand), recurring four times
(cf. Metrik, ii, § 525). Ben Jonson, however, found no followers; so
that his attempt had remained unknown even to Congreve. The
regular Pindaric Odes by this poet, on the other hand, called forth a
great many imitations of a similar kind and structure. For this reason
the first three stanzas of Congreve’s Pindaric Ode (Poets, vii. 570)
may be quoted here as an example, the scheme of the strophe and
antistrophe being a a5 b3 c c4 b5 b6, that of the epode a b a b4 c5 d4
c 3 d 4 e4 e f g3 g 4 f 5 :
The Strophe.
Daughter of memory, immortal muse,
Calliope; what poet wilt thou choose,
Of Anna’s name to sing?
To whom wilt thou thy fire impart,
Thy lyre, thy voice, and tuneful art;
Whom raise sublime on thy aethereal wing,
And consecrate with dews of thy Castalian spring?
The Antistrophe.
Without thy aid, the most aspiring mind
Must flag beneath, to narrow flights confin’d,
Stiving to rise in vain:
Nor e’er can hope with equal lays
To celebrate bright virtue’s praise.
Thy aid obtain’d, ev’n I, the humblest swain,
May climb Pierian heights, and quit the lowly plain.
The Epode.
High in the starry orb is hung,
And next Alcides’ guardian arm,
That harp to which thy Orpheus sung
Who woods, and rocks, and winds could charm;
That harp which on Cyllene’s shady hill,
When first the vocal shell was found,
With more than mortal skill
Inventor Hermes taught to sound:
Hermes on bright Latona’s son,
By sweet persuasion won,
The wondrous work bestow’d;
Latona’s son, to thine
Indulgent, gave the gift divine;
A god the gift, a god th’ invention show’d.
The most celebrated among the later Pindaric Odes formed on
similar principles are Gray’s odes The Progress of Poesy (Poets, x.
218) and The Bard (ib. 220). References to other odes are given in
Metrik, ii, § 527.
In dramatic poetry M. Arnold attempted to imitate the structure of
the different parts of the Chorus of Greek tragedy in his fragment
Antigone (p. 211), and more strictly in his tragedyMerope (p. 350).
It would lead us too far, however, to give a detailed description of
the strophic forms occurring there.
With regard to other lyrical pieces in masques and operas (also of an
unequal-membered strophic structure) and with regard to cantata-
stanzas and other stanzas differing among themselves, in other
poems which cannot be further discussed here, we must refer the
reader to §§ 528–31 of our larger work.
CHAPTER IX
THE SONNET
This is the proper form of the rondeau. Other forms deviating from it
are modelled on the schemes:
a a b b a b b a + r b b a a b + r (Wyatt, p. 24),
aabba+r ccb+r aabba+r (ib. p. 26),
abbaab+r abba+r (D. G. Rossetti, i. 179).
Austin Dobson, Robert Bridges, and Theo. Marzials strictly follow the
form quoted above.
Another form of the rondeau entirely deviating from the above is
found in Swinburne, A Century of Roundels,[208] where he combines
verses of the most varied length and rhythm on the scheme A B A +
b B A B A B A + b where b denotes part of a verse, rhyming with
the second, but repeated from the beginning of the first verse and
consisting of one or several words (cf. Metrik, ii, §§ 584, 585)
§ 325. The triolet and the villanelle are unusual forms occurring only
in modern poets, e.g. Dobson and Gosse.
The triolet, found as early as in Adenet-le-Roi at the beginning of
the thirteenth century, is a short poem of eight mostly octosyllabic
verses, rhyming according to the formula a b a a a b a b, the first
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