Human Resource Management / Edition 3

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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.

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Product Details

  • ISBN-13: 9780395748862
  • Publisher: Houghton Mifflin Company College Division
  • Publication date: 12/28/1995
  • Edition description: Older Edition
  • Edition number: 3
  • Pages: 864

Meet the Author

Cynthia D. Fisher is professor of management at Bond University. She received her PhD in Industrial/Organizational Psychology from Purdue University. She has held full-time teaching positions in the US, Singapore, and Australia, and has taught in India and South Africa. The recipient of several significant research grants, Dr. Fisher has published scholarly articles in journals such as the Journal of Applied Psychology, Academy of Management Review, Journal of Management, and Journal of Organizational Behavior.

Lyle F. Schoenfeldt is professor of management at Appalachian State University. He received his PhD in Industrial/Organizational Psychology from Purdue University. His scholarly articles have appeared in journals such as Personnel Journal, Journal of Applied Psychology, and the American Education Research Journal.

James B. Shaw is professor of human resource management at Bond University. He received his PhD in Industrial/Organizational Psychology from Purdue University. He has held full-time teaching positions in the US, Singapore, and Australia, and has taught in India and South Africa. His scholarly articles have appeared in journals such as the Journal of Applied Psychology, Academy of Management Review, Journal of Management, Human Relations, Work & Stress, and Journal of Management Education.

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Table of Contents

Note: Each

Chapter begins with HR Challenge. I. Overview and 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: AssessingTraditional 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. Maintaining Human 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

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