Title:
Human resource management
Personal Author:
Edition:
6th ed.
Publication Information:
Boston, MA : Houghton Mifflin, 2006
Physical Description:
xxii, 819 p. : ill. ; 27 cm.
ISBN:
9780618527861
Subject Term:
Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010210184 | HF5549 F57 2006 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
This authoritative text appeals to upper-level students, practicing managers, and HRM professionals who require a thorough grasp of the field's essential functional areas as well as emerging trends. Drawing on their extensive experience teaching abroad, the authors introduce international issues in the first chapter and provide ongoing discussion throughout the text. Instructors can discuss and revisit strategic HRM, ethics, utility (cost/benefit analysis), plus productivity and quality at any point.
Table of Contents
| I Overviewand Introduction |
| 1 An Introduction to Human Resource Management |
| The Critical Importance of Human Resources in the Twenty-First Century |
| Human Resource Management Definition and Functions |
| Recurring Themes in Human Resource Management |
| Current and Future Challenges to Human Resource Management |
| Jobs and Careers in Human Resource Management |
| A Different Point of View: Blow the Sucker Up |
| Ethical Perspective: How Organizations Encourage Ethical Behavior |
| II Planning for Organizations, Jobs, and People |
| 2 Strategic Human Resource Management |
| Why Is Managing Human Resources So Important? |
| What Is Strategic Human Resource Management? |
| Transforming HR Staff and Structure |
| Enhancing Administrative Efficiency |
| Integrating HR into Strategic Planning |
| Fitting HR Practices to Business Strategy and to One Another |
| Partnership Measuring HRM |
| Is Strategic HRM Really Worth All the Trouble? |
| Partnerships for Strategic Success: Building New HR Leaders |
| The Case of United Technologies |
| A Different Point of View: Pitfalls on the Road to Measurement |
| 3 Human Resource Planning |
| What Is Human Resource Planning? |
| Forecasting the Demand for Labor |
| The Internal Supply of Labor |
| The External Supply of Labor |
| Planning Human Resource Programs |
| Ethical Perspective: Privacy and Accuracy of Computerized Employee Records |
| International Perspective: Manufacturing Overseas |
| 4 Job Analysis: Concepts, Procedures, and Choices |
| Traditional Job Analysis |
| The Job Analysis Process |
| Phase 1 The Scope of the Job Analysis |
| Phase 2 Choosing among Methods of Job Analysis |
| Phase 3 Data Collection and Analysis |
| Phase 4 Assessing Traditional Job Analysis Methods |
| The "New Strategic View" of Job Analysis |
| Job Analysis: Adding Value to the Organization |
| A Different Point of View: Do We Really Need Job Descriptions, or Even Jobs? |
| III Acquiring Human Resources |
| 5 Equal Employment Opportunity: The Legal Environment |
| The EEO Environment |
| Discrimination Defined |
| Legal and Regulatory Documents |
| Enforcement of EEO Laws and Regulations |
| Proving Illegal Discrimination |
| Management's Response |
| International Perspective: Sexual Harassment--Or Is It? |
| Ethical Perspective: Anti-Nepotism Rules--Fair or Unfair? |
| 6 Recruiting and Job Search |
| Overview of the Recruitment Process |
| Strategic Issues in Recruiting |
| Internal Recruiting |
| External Recruiting |
| The Applicant's Point of View |
| Evaluation and Benchmarking Recruitment |
| Partnerships for Strategic Success: Strategic Recruitment in the Bookstore Industry |
| Ethical Perspective: Ethics in Recruiting and Job Search |
| Flexibility in the Workplace: Family Friendly Policies Attract Applicants |
| International Perspective: Job Ads--A Window on the National Soul |
| 7 Measurement and Decision-Making Issues in Selection |
| Statistical Methods in Selection Reliability |
| Validity Decision Making in Selection |
| Utility of a Selection System |
| Partnerships for Strategic Success: Improving the Selection of Prison Correction Officer Trainees in Pennsylvania |
| A Different Point of View: There's More to Utility Than Meets the Eye |
| 8 Assessing Job Candidates: Tools for Selection |
| Overview of the Selection Process |
| Application Blanks and Biodata Tests |
| Work-Sample and Trainability Tests |
| The Interview |
| Physical Testing |
| Reference and Background Checks |
| Selecting Managers |
| Criteria for Choosing Selection Devices |
| Partnerships for Strategic Success: The Office of Personnel Management and the U.S. Border Patrol |
| International Perspective: Selection Techniques Around the World |
| IV Building and Motivating Performance |
| 9 Human Resource Development |
| Human Resource Development: An Introduction |
| Scope and Cost of Human Resource Development |
| The Needs |
| Assessment Phase |
| The Design and Development Phase |
| The Evaluation Phase |
| A Different Point of View: Fixing Weaknesses or Building Strengths? |
| International Perspective: Intercultural Issues in Training |
| Partnerships for Strategic Success: The Learning Revolution at Rockwell Collins |
| 10 Performance Assessment and Management |
| The Performance Assessment and Management Process |
| Strategic Importance of Performance Assessment |
| Functions of Performance |
| Assessment Criteria for a Good Assessment System |
| Deciding What Types of Performance to Measure |
| Methods of Appraising Performance |
| Raters of Employee Performance |
| Enhancing the Measurement of Employee Performance |
| Feedback of Results: The Performance Assessment Interview |
| A Different Point of View: Does the Downside of Performance Appraisal Outweigh the Benefits? |
| International Perspective: Performance Appraisal and Performance-Based Rewards in China Ethical Perspective: Developing a Procedurally Just Performance Appraisal Process |
| 11 Compensation System Development |
| Employee Satisfaction and Motivation |
| Issues in Compensation |
| Design Establishing Internal Equity |
| Job Evaluation Methods |
| Establishing External Equity |
| Establishing Individual Equity |
| Legal Regulation of Compensation Systems |
| Administering Compensation Systems |
| The Issue of Comparable Worth |
| A Different Point of View: Some Myths about Pay |
| International Perspective: International Compensation Comparisons |
| 12 Incentive Compensation |
| Strategic Importance of Variable Pay |
| Linking Pay to Performance |
| Individual Incentives |
| Group Incentives |
| Barriers to Pay-for-Performance Success |
| Summary: Making Variable Pay |
| Successful Executive Compensation |
| Ethical Perspective: Reward Systems and Inappropriate Behavior |
| A Different Point of View: Do Rewards Motivate Performance? |
| V MaintainingHuman Resources |
| 13 Benefits |
| The Role of Benefits in Reward Systems |
| Types of Benefits |
| Issues in Indirect Compensation |
| International Perspective |
| International Benefits |
| Comparisons and Complications |
| Partnerships for Strategic Success |
| Benefits Match the Culture at Patagonia |
| 14 Safety and Health |
| A Proactive Approach |
| Occupational Safety and Health Legislation |
| Management's Role in Maintaining Safety and Health Safety and Health Issues in the Workplace |
| Violence in the Workplace |
| Employee Fitness and Wellness Programs |
| International Perspective |
| Decent Work--Safe Work |
| The International Picture Partnerships for Strategic Success |
| Safety at NexTech Is SHARP |
| 15 Labor Relations and Collective Bargaining |
| Collective Bargaining and Labor Relations in Context |
| How Unions Are Formed |
| Organizing What Unions Do When They Are Formed |
| Collective Bargaining When Collective Bargaining Breaks Down |
| Impasse When the Meaning of the Contract Is in Dispute |
| The Grievance Procedure |
| The Role of Labor Relations in Human Resource Management |
| Ethical Perspective |
| Universal Human Rights in Employment Flexibility in the Workplace |
| Flexibility and Industrial Relations Ethical Perspective |
| Permanent Replacement of Strikers |
| 16 Employment Transitions |
| Managing Careers, Retention, and Termination Career |
| Paths and Career Planning |
| Retirement |
| Voluntary Turnover |
| Involuntary Turnover |
| Employment-at-Will |
| Discipline Systems and Termination for Cause Retrenchment and Layoff Flexibility in the Workplace |
| Are You Flexible Enough for Today's Employees? |
| Ethical Perspective |
| Firing for Off-Duty Behavior--Legal? |
| Ethical? |
| VI Multinational Human Resource Management |
| 17 Managing Human Resources in Multinational Organizations What Is IHRM? |
| Managing Human Resources in a Foreign |
| Subsidiary Expatriate |
| Managers Training Expatriates |
| Appraising the Performance of Expatriates |
| Paying Expatriates |
| Expatriate Reentry IHRM |
| Adding Value in the Global Business |
| Environment Ethical Perspective |
| Ethical Relativity versus Ethical Absolutism |
| HR Decision Making in Overseas Operations |
