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Human resource management
Personal Author:
7th ed.
Publication Information:
New York : John Wiley and Sons, 2002


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30000010047066 HF5549 D43 2002 Open Access Book Book

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This text provides a current, real-world perspective that gives readers a crystal-clear picture of what today's HRM is really like. Emphasizing the application of theory, the Seventh Edition carefully integrates real examples with the most up-to-date information available.

Author Notes

David A. DeCenzo received his Ph.D. from West Virginia University. He is the Director of Partnership Development and Professor of Management at Towson University. His major teaching and research interests focus on the general areas of human resource management, management, and organizational behavior. He has published articles in such journals as Harvard business Review, Business has published articles in such journals as Harvard Business Review, Business Horizons, Risk Management, Hospital topics, and Performance and Instruction.

Dr. Duecento has spent his recent yeas writing textbooks. His books include Human Resource Management, 7th edition (2002) with Stephen Robbins; Human Relations (2002) with Beth Silhanek, Essentials of Labor Relations (1992) with Molly Bowers and Employee Benefits (1990) with Stephen Holoviak, all published by Prentice Hall. These books are used widely at colleges and universities in the U.S., as well as schools throughout the world.

Dr. DeCenzo also has industry experience as a corporate trainer, and has served as a consultant to a number of companies, including G&K Services, Inc., Fairpoint Communications, Moen, Inc., Healthcare Strategies, Inc., AlliedSignal Technical Services Corporation, Citicorp, Teledyne/Landis Machine company, Blue Cross & Shield of Maryland, the Tnemec Company the James River Corporation, Packaging Division, and the Managerial and Professional Society of Baltimore.

In Dr. DeCenzo's other life, he participates in raising his four children(Mark, Meredith, Gabriella, and Natalie) with his wife, Terri. He isn't setting any world record times, but does plenty of "running" around.

Stephen P. Robbins recieved his Ph.D. from the University of Arizona. He previously worked for the Shell Oil Company and Reynolds Metals Company. Since completing his graduate studies, Dr. Robbins has taught at the University of Nebraska at Omaha, Concordia University in Montreal, the University of Baltimore, Southern Illinois University at Edwardsville, and San Diego State University. Dr. Robbins' research interests have focused on conflict, power, and politics in organizations, as well as the development of effective interpersonal skills. His articles on these and other topics have appeared in such journals as Business Horizons, the California Management reviews Business and Economic Perspectives, International Management, Management Review, Canadian Personnel and Industrial Relations, and the Journal of Management Education.

In recent years, Dr. Robbins has been spending most of his professional time writing textbooks. These include Management 7th edition (2002) with Mary Coulter, Organizational Behavior, 9th edition (2001); Supervision Today! 3rd edition, (2000) with David DeCenzo; Managing Today! (2000); Essentials of Organizational Behavior, 6th edition (2000); Training in interpersonal Skills, organizational Behavior, 6th edition (2000); Training in Interpersonal Skills, 2nd edition, (1996) with Philip Hunsaker; and Organization Theory, 3rd edition (1990), all published by Prentice Hall. These books are used at more than a thousand U.S. Colleges and universities, as well as hundreds of schools throughout Canada, Latin America, Australia, New Zealand, Asia, Scandinavia, and Europe.

Table of Contents

Part 1 Understanding Hrmp. 2
Chapter 1 HRM in a Dynamic Environmentp. 2
Chapter 2 Fundamentals of HRMp. 34
Part 2 The Legal and Ethical Context of HRMp. 60
Chapter 3 Equal Employment Opportunityp. 60
Chapter 4 Employee Rightsp. 92
Part 3 Staffing the Organizationp. 124
Chapter 5 Employment Planning and Job Analysisp. 124
Chapter 6 Recruitingp. 148
Chapter 7 Foundations of Selectionp. 174
Part 4 Training and Developmentp. 206
Chapter 8 Socializing, Orienting and Developing Employeesp. 206
Chapter 9 Managing Careersp. 236
Part 5 Managing High Performancep. 266
Chapter 10 Evaluating Employee Performancep. 266
Chapter 11 Establishing Rewards and Pay Plansp. 298
Chapter 12 Employee Benefitsp. 326
Chapter 13 Safety and Health Programsp. 356
Part 6 Maintaining Effective Relationshipsp. 390
Chapter 14 Effective Hrm Communicationsp. 390
Chapter 15 Labor Relations and Collective Bargainingp. 412
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