Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
---|---|---|---|---|---|
Searching... | 30000010063570 | HF5549 D424 2005 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
DeCenzo and Robbins connect theory to applications, with: Concise, thorough coverage : Provides a practical look at the most critical issues in human resource management. The HRM Workshop : These end-of-chapter workshops promote analytical, diagnostic, team-building, investigative, and writing skills. Online HRM Experiences : 10 online, interactive scenarios allow you to experience the real world of human resource management. Examples and cases from real companies : Examine human resource issues at organizations such as the Major League Baseball Players Association, UPS, General Electric, OSHA, and more. Business Extra Select : Enables instructors to add copyright-cleared articles, cases, and readings from such leading business resources as INSEAD, Ivey and Harvard Business School Cases, Fortune, The Economist, The Wall Street Journal , and more.
Author Notes
DAVID A. DECENZO received his Ph.D. from West Virginia University. He is the dean of the Wall College of Business at Coastal Carolina 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 journals such as Harvard Business Review, Business Horizons, Risk Management, Hospital Topics, and Performance and Instruction.
Dr. DeCenzo has been writing textbooks for two decades. His books include this eighth edition of Human Resource Management with Steve Robbins, published by John Wiley & Sons; Fundamentals of Management, fourth edition (2004) with Stephen Robbins; Supervision Today, fourth edition (2004); Human Relations, second edition (2002) with Beth Silhanek; Essentials of Labor Relations (1992) with Molly Bowers; and Employee Benefits (1990) with Stephen Holoviak. These books are used widely at U.S. colleges and universities as well as in schools throughout the world.
Dr. DeCenzo also has industry experience as a corporate trainer and has served as a consultant to companies that include G&K Services, Inc.; Fairpoint Communications; Moen, Inc.; HealthCare Strategies, Inc.; Allied Signal Technical Services Corporation; Citicorp; Teledyne/Landis Machine Company; Blue Cross & Blue Shield of Maryland; the Tnemec Company; the James River Corporation, packaging division; and the Managerial and Professional Society of Baltimore.
STEPHEN P. ROBBINS received his Ph.D. from the University of Arizona. He previously worked for Shell Oil and Reynolds Metals and 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, behavioral decision making, and the development of effective interpersonal skills. His articles on these and other topics have appeared in such journals as Business Horizons, California Management Review, 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 eighth edition (2005) with Mary Coulter; Fundamentals of Management, fourth edition (2004) with David DeCenzo; Organizational Behavior, tenth edition (2003); Supervision Today! fourth edition, (2003) with David DeCenzo; Managing Today! (2000); E ssentials of Organizational Behavior, seventh edition (2003); Training in Interpersonal Skills, third edition, (2003) with Philip Hunsaker; and Organization Theory, third edition (1990), all published by Prentice Hall.
These books are used by students 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.
Dr. Robbins is also the author of the global best-sellers The Truth About Managing People . . . and Nothing But the Truth (2002) and Decide & Conquer: Make Winning Decisions and Take Control of Your Life (2004), both published by Financial Times/Prentice Hall.
Table of Contents
Part 1 Understanding HRM |
Chapter 1 Strategic Implications of a Dynamic HRM Environment |
Learning Outcomes |
Introduction |
Understanding Cultural Environments |
The GLOBE Framework |
Cultural Implications for HRM |
The Changing World of Technology |
What is a Knowledge Worker? |
Why the Emphasis on Technology? |
How Technology Affects HRM |
Practices |
Recruiting |
Employee Selection |
Technology Corner: HRM Changing Times |
Training and Development |
Ethics and Employee Rights |
Ethical Issues in HRM: Invasion of Privacy? |
Motivating Knowledge Workers |
Paying Employees Market Value |
Communications |
Decentralized Work Sites |
Skill Levels |
A Legal Concern |
Workforce Diversity |
The Workforce Today |
Workplace Issues: Diversity Awareness |
How Diversity Affects HRM |
What Is a Work/Life Balance? |
The Labor Supply |
Do We Have a Shortage of Skilled Labor? |
Why Do Organizations Lay Off During Shortages? |
How Do Organizations Balance Labor Supply? |
Issues Contingent Workers Create for HRM |
Continuous Improvement Programs |
Work Process Engineering |
How HRM Can Support Improvement Programs |
How HRM Assists in Work Process Engineering |
Employee Involvement |
How Organizations Involve Employees |
Employee Involvement Implications for HRM |
A Look at Ethics |
Summary |
Visual Summary |
Demonstrating Comprehension: Questions for Review |
Key Terms |
HRM Workshop |
Linking Concepts to Practice: Discussion Questions |
Developing Diagnostic and Analytical Skills |
Case Application 1-A: Outsourcing Human Resources |
Case Application 1-B: TEAM FUN! Working with a Team: Understanding Diversity Issues Learning an HRM Skill: Guidelines for Acting Ethically |
Enhancing Your Communication Skills |
Chapter 2 Fundamentals of HRM |
Learning Outcomes |
Introduction |
Management Essentials |
Why Is HRM Important to an Organization? |
The Strategic Nature |
HRM Certification |
How External Influences Affect HRM |
Technology Corner: HRM Basics |
The HRM Strategic Environment |
Governmental Legislation |
Labor Unions |
Management Thought |
Staffing Function Activities |
Goals of the Training and Development Function |
The Motivation Function |
How Important Is the Maintenance Function? |
Translating HRM Functions into Practice |
Employment |
Training and Development |
Compensation and Benefits |
Employee Relations |
Top Management Commitment |
Effective Upward Communication |
Determining What to Communicate |
Ethical Issues in HRM: Purposefully Distorting Information |
Allowing for Feedback |
Information Sources |
Does HRM Really Matter? |
Conclusion |
HRM in an Entrepreneurial Enterprise |
HRM in a Global Village |
HR and Corporate Ethics |
Summary |
Visual Summary |
Demonstrating Comprehension: Questions for Review |
Key Terms |
HRM Workshop |
Linking Concepts to Practice: Discussion Questions |
Developing Diagnostic and Analytical Skills |
Case Application 2-A: Kindergarten Fun |
Case Application 2-B: TEAM FUN! |
Working with a Team: Making a Layoff Decision |
Learning an HRM Skill: HR Certification |
Enhancing Your Communication Skills |