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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
8
9
10
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
Reverse Discrimination Rulings Continue to Evolve
Chapter Summary
11
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
Case 2-1 Strategy-Driven HR Management: Netflix, A Behind-The-
Scenes Look At Delivering Entertainment
Skill Builders
12
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
13
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
Alternatives to Recruitment
Reach of the Recruiting Effort
Social Media Recruiting
14
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
The EEOC and Employment Testing
Polygraph and Genetic Testing
Written Testing
Physical Testing
Selection Interviews
15
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
Assessing Training
Assessment Methods
Choosing Assessment Methods
Talent Management and Development
Careers
Common Methods of Employee Development
A Model of Career Development Consequences
16
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
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
17
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
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
18
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
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
19
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
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
20
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
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
21
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
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
22
23
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.
24
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.
25
Discovering Diverse Content Through
Random Scribd Documents
A Parody on Constance's Song in Marmion.
ANSWER
EPIGRAM.
NO. III.
But our present destination is the Blue Sulphur. The distance thither
from our house is rather more than a mile. The intermediate region
is level low ground, bounded on each side, at some distance, by a
ridge of mountain. These two ridges gradually converge, until they
pass the Spring about one hundred yards, where a third ridge brings
a sweep immediately across the line of their direction, and closes
that end of the valley. The space about the Spring is a perfect level,
amply extensive, and admirably adapted for improvements on a
large and handsome scale.
The Blue Sulphur, like many of the valuable mineral springs of this
state, has heretofore been known only as a place of neighborhood
resort. A few diminutive log cabins had been erected by the farmers
of the adjacent country, who, after the labors of harvest, were
accustomed to bring their families, with a wagon load of goods and
chattels, and take up their residence here during one or two of the
summer months. The virtues of the Muddy Creek Springs have long
been known and esteemed by these visiters. A year or two since the
property was purchased by a company, who are now providing
extensive and most inviting accommodations. I do not know that I
can be charged with disloyalty to my native state, in rejoicing that
these Springs have partly fallen into the hands of northern men. Our
own citizens have generally shown such an astonishing want of
energy in carrying on these valuable watering places, that we
believe it to be better that one of them has come into the possession
of those, who are willing, at any expense, to do it and the public
justice; and who, in proportion to the time they have owned the
property, have shown a spirit of improvement greatly surpassing that
of the proprietors of most of the other Springs. One of the first
changes under the auspices of the new administration, was the
substitution of the title of Blue Sulphur for the more ignoble
appellation of Muddy Creek Springs.
At the time I visited the Blue Sulphur, some of the new buildings
were partly finished, and a tavern keeper from the neighborhood
had opened a boarding house on the ground; and although the
accommodations were quite rough, there were at one time as many
as seventy-five visiters. Most of these were citizens of Charlestown,
who had fled from the cholera, which was then raging on the
Kanawha.
From the section of country which we had left behind us, rose
Keeny's Nob, a huge peak upon which the Indians used to light
signal fires, and which derived its name from some romantic
circumstance—rearing its summit far above the adjacent mountains,
and spreading out its swelling sides and the projections of its base
over the neighboring country; from this, and continuing round to the
right, before us, were alternate ridges and vallies, covered with
dense forest, as yet apparently untouched by the woodman's axe,
and only broken by the Greenbrier river, whose high and bleak naked
cliffs could be seen at the distance of some miles. Beyond, was
Peter's Mountain, coming down from the west, and running off to
the east, in a straight unbroken line. Immediately before us, were
the variegated fields of a few rich grazing farms. Farther on, the
mountain upon which Lewisburg is situated, excluding the White
Sulphur from the view; and in the distance, the "back bone" of the
Alleghany, which you cross five miles beyond the White Sulphur on
the turnpike, whose line could be occasionally discerned as it wound
among the spurs of the mountain. To the left lay some cultivated
country, terminated by ridges upon ridges of mountains. The sun
was in the last hour of his daily course, and with his evening rays
illumined the hills, giving the varied hues, from the brightest to the
deepest green, to the waste of "silent wilderness" which stretched
far away to that quarter of the horizon. We were soon, however,
obliged to relinquish this scene, combining so much of the grand,
beautiful and sublime, and hasten down the mountain, in order to
get as far as possible through the worst of the hills and hollows
before night should overtake us.
The "Sweet Springs" derived its name from the taste of the water. I
thought it, however, a complete misnomer. The taste of the water is
very singular, and at first rather unpleasant—but containing,
according to our perception, very little sweetness. The house
adjoining the Spring contains the baths; the finest cold medicinal
baths, probably, in the country. The water rises from a gravelled
bottom, over perhaps the whole extent of the baths, which are very
spacious.
The Sweet Spring water is a powerful tonic; and after the system
has been thoroughly cleansed at the other Springs, this is an
admirable place for recruiting flesh and strength before leaving the
mountains. The same precaution given to pulmonary invalids, is
even more necessary here than at the White and Blue Sulphur. The
water is highly exciting, and consequently very injurious to such
persons.
The writer did not visit the Warm and Hot Springs, and consequently
does not notice them.
Remark the use which Shakspeare always makes of his bold villains,
as vehicles for expressing opinions and conjectures of a nature too
hazardous for a wise man to put forth directly as his own, or from
any sustained character.—Coleridge's Table Talk.
CHAP. I.
There are few of my readers who have not heard of the city of
Montreal, in the Province of Lower Canada, and fewer still who know
much of its peculiarities, social, political or architectural, on which it
is my design hereafter, supposing that I can keep on good terms
with Mr. White, to enlighten them—but not at present. Well, it was
my happiness, at an early period of my life, to reside in the good city
of Montreal. What carried me there, is my own affair, and I shall
merely say that I was neither a trader who cheated the poor Indians
out of their pelteries, a smuggler of teas and silks across the frontier,
a tin pedlar, nor a bank-note counterfeiter, all of which classes often
find it convenient to take up a temporary residence in Canada. I was
a wild ungovernable lad, with no parent or guardian to direct me,
left entirely to my own impulses, and unfortunately enjoying the
pecuniary means of assisting those impulses to bring me into all
manner of scrapes, from which it required much ingenuity to
extricate myself.
How different were those winters from the fickle, capricious season
through which we have just passed. Poets and tourists have
celebrated the beauty of Italian skies. I have never seen them—but I
can fancy nothing brighter than the heavens in Canada, on a clear
frosty night, when every breath of vapor is absorbed and rarefied by
the intensity of the cold. Never have I realized in other countries the
complete distinctness with which each star comes forth in the azure
vault—the palpable suspension of each body of light in the field of
air. In other skies the stars and planets seem delineated on a ground
of blue. In a Canadian winter night you realize that each orb is in
suspension, moving and twinkling through the surrounding ether.
This is difficult to describe, and some who have not seen and felt the
glories of the northern heavens as I have—aye, felt them in a double
sense, gazing upon them until my soul was wrapt into sublime
ecstasy, and my upturned nose frost bitten into the bargain—may
think that I am talking nonsense.
Such was the story then told, and believed by all the charitable
portion of Fenella's admirers. I believed it then, and have had some
reason since to think it true, as, after remaining two years in
Canada, she returned to —— and joined her reputed husband, lived
with him for several years, until his death, and bears his name to
this day.
Like other young men, I was fond of the theatre, and visited it
frequently. I was a great admirer of Fenella as an actress, but had
no acquaintance with her during her first season. Several of my
young friends were enlisted among her adorers, a numerous train,
embracing all ages, from the beardless boy to the bachelor of
threescore. As far as my observation extended, the managed this
retinue of lovers with great adroitness. To the young, she talked
sentimentally, and excited their fancy—with the old, she was
prudent, and went just far enough to retain their homage without
committing herself. I had often rallied Harry Selden, an inflammable
young friend of mine, upon his hopeless passion, for he was
desperately enamored of the bewitching actress. He confessed his
lamentable infatuation, but insisted that I was only secured from a
similar fate by the distance which I kept from the sphere of her
attractions. This opinion I combated, and one evening, when he
proposed to test my stoicism by taking me to Fenella's lodgings after
the play was ended, I was too confident that I could not be caught
by the same snare in which he was entangled, to refuse the
challenge, and readily agreed to his proposition. We went to the
theatre, and Selden having presented me to her in the green room,
we accepted Fenella's invitation to see her home, and partake of a
petit souper at her apartments.
I was too young to have known much of women, but I was sternly
resolved not to be overcome. Fancy me then téte à téte with Fenella
and my friend Selden, supping on cold tongue, and sipping white
sherry. At first I felt uneasy, but was still sure I should brave all
consequences. Gradually as I looked upon the animated
countenance of my hostess, the ice of my reserve was thawed, for
my apparent coldness seemed to have inspired her with the
determination to warm me into sentiments more complimentary at
least to her powers of fascination. I afterwards learned that Selden
had betrayed to her my ridicule of the devotion of her admirers. It
was therefore merely natural that she should have resolved to rank
me in the number. Nor had she misjudged her power, or the softness
of my nature. I melted beneath her smile, like wax before the flame
—and ere we rose from the table I had become aware of a new and
indefinable sensation towards her: all I can say of it is, that it was
not love, although it had a close affinity to that passion.
The freedom and ease of her conversation was new to me. She
spoke of her numerous lovers without embarrassment, and in some
instances with no little sarcasm; but she constantly qualified her
raillery by confessing that they were good souls, and alluded to the
presents which they made her in the most amiable terms.
Fenella was not destitute of spirit, and she resented this affront in
the proper manner. Mc——'s benefit took place a few weeks after,
and she resolutely refused to play for him. As she was the only
actress in the company possessing any claim to talent, it was
impossible to cast a piece without her; and the consequence of her
name being absent from the bills for Mc——'s benefit was, that no
one attended, or so few as to render it a most irksome task to go
through the performances. The rage of the disappointed beneficiary
was boundless: he vowed that he would be revenged upon Fenella
for the injury she had done him, although in just resentment of an
affront for which he deserved no better treatment.
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