Human Resource Management / Edition 9

Human Resource Management / Edition 9

5.0 1
by John M. Ivancevich
     
 

ISBN-10: 0072525770

ISBN-13: 9780072525779

Pub. Date: 07/23/2003

Publisher: McGraw-Hill Companies, The

Human Resource Management, Tenth Edition by John M. Ivancevich takes a managerial orientation, meaning it takes the position that HRM is relevant to managers in every unit, project, or team. Managers are constantly faced with HRM issues, challenges, and decision-making and therefore must be human resource problem solvers who can deftly apply HRM concepts, procedures,…  See more details below

Overview

Human Resource Management, Tenth Edition by John M. Ivancevich takes a managerial orientation, meaning it takes the position that HRM is relevant to managers in every unit, project, or team. Managers are constantly faced with HRM issues, challenges, and decision-making and therefore must be human resource problem solvers who can deftly apply HRM concepts, procedures, models, tools, and techniques. Human Resource Management focuses on the application of HRM approaches in "real" organizational settings and situations.

Product Details

ISBN-13:
9780072525779
Publisher:
McGraw-Hill Companies, The
Publication date:
07/23/2003
Edition description:
Older Edition
Pages:
647
Product dimensions:
8.10(w) x 10.10(h) x 1.10(d)

Table of Contents

Pt. 1 Introduction to Human Resource Management and the Environment 1

Ch. 1 Human Resource Management 2

Ch. 2 A Strategic Management Approach to Human Resource Management 28

Ch. 3 Equal Employment Opportunity: Legal Aspects of Human Resource Management 63

Ch. 4 Global Human Resource Management 93

Pt. 2 Acquiring Human Resources 123

Ch. 5 Human Resource Planning and Alignment 124

Ch. 6 Job Analysis and Design 146

Ch. 7 Recruitment 182

Ch. 8 Selection 212

Pt. 3 Rewarding Human Resources 249

Ch. 9 Performance Evaluation and Management 250

Ch. 10 Compensation: An Overview 293

Ch. 11 Compensation: Methods and Policies 325

Ch. 12 Employee Benefits and Services 356

Pt. 4 Developing Human Resources 389

Ch. 13 Training and Development 390

Ch. 14 Career Planning and Development 433

Pt. 5 Labor-Management Relations and Promoting Safety and Health 471

Ch. 15 Labor Relations and Collective Bargaining 472

Ch. 16 Managing Employee Discipline 508

Ch. 17 Promoting Safety and Health 537

App. A Measuring Human Resource Activities 569

App. B Sources of Information about Human Resource Management: Where to Find Facts and Figures 575

App. C Career Planning 583

Glossary 593

Name Index 603

Company Index 612

Subject Index 615

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Human Resource Management 5 out of 5 based on 0 ratings. 1 reviews.
Guest More than 1 year ago
It has been seen over time and again,the attitude employees exhibit cluminate the focus and attention given them by management.This may be so primarily because of the motivational factors that may be absence,in the dealing with matters relating to employee.Focus is the order of good job description and the setting of good industrial climate for the fostering of equal employee share in the success of the company high and the low in the company low or down time.In particular the Caribbean has certain key practises that constitute normal pattern of behavior that may not necessarily be good for the development of the individual,organization and soceity as a whole.The problem is that the caribbean sordly lack leaders with a vision and insight into the way ahead dealing with human resource related matters,for example lack of judgement or the pronouncement of on some on the occurance of dissatifyied employees within the vast cross section of private and public sector organization and companies.Within the private sector the leadership of the capitalist still seems to be the order of the day.However,there seems to be little thought of the lower level employees within the company,since the presence of the union is a no show.The caribbean is still practicing poor human resource relation and the thought of the multitude of business owners are to make a profit at minium cost and forget the employee in the process.It is the practise of business owners to share their stratgic goals and company mission and vision and not spent time evaluating the performance management of the organization and scope of development and for the employees and where there is training needs and developmental opportunities for growth and development of the workforce.