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Human Resources Management / Edition 6

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Overview

Ideal for management majors who plan to become HRM professionals, this highly accessible text presents a conceptual model of the field, placing HRM in the overall context of business management. Students gain a broad, practical understanding of how HRM policies affect the workplace—from productivity, quality, and customer service to employee morale. French addresses timely issues changing the current role of HRM, including international topics, technology and the Internet, social responsibility, and performance appraisal. Several pedagogical features reinforce the author's conceptual approach to human resources management. Chapter-ending Experiential Exercises promote group discussion and role playing through real-world challenges such as discrimination laws, safe/healthy work environments, and negotiation skills. Comprehensive Cases—taken from respected publications such as The New York Times and The Wall Street Journal—explore contemporary issues in HRM like the new face of organized labor and the implications of an aging workforce.

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Product Details

  • ISBN-13: 9780618507214
  • Publisher: Cengage Learning
  • Publication date: 7/21/2006
  • Edition description: 6TH
  • Edition number: 6
  • Pages: 603
  • Sales rank: 1,303,540
  • Product dimensions: 8.22 (w) x 10.26 (h) x 1.20 (d)

Meet the Author

Wendell French, PhD Harvard University, is a retired professor of management and organization from the University of Washington. His fields of specialty are organizational development and human resource management, including team building, inter-group team building, and human resource policies. His consulting work focuses on participative approaches to organizational improvement, assessment of HRM programs, and management and supervisory development. He is the author of several books and has contributed to numerous business and professional journals.

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Table of Contents

Each chapter ends with a Summary, Key Terms, Review Questions, Opening Case Questions, Experiential Exercise, and a Comprehensive Case. I An Overview of Human Resources Management 1 An Introduction to Human Resources Management Opening Case: Nancy Daniel What is Human Resources Management? Changing Perspectives Ethical Perspectives:Golden Values at Coors A Process-Systems View Key Processes and Systems Who Manages Human Resources International Perspectives: Big Mac's McGlobal HR Secrets 2 A History of American Human Resources Management Opening Case: More Than a Technological System, More Than a Social System The Scientific Management Movement Contemporary Perspectives: Child Labor in the Twenty-First Century The Industrial Welfare Movement Early Industrial Psychology The Human Relations Movement The Labor Movement The Development of Human Resources Management as a Profession International Perspecives: "We Blew It" 3 Change: The Global Resources Management Landscape Opening Case: A Time for Change The Changing Environment International Perspectives: What to Do About U.S. Jobs Moving Offshore-Some Pros and Cons Contemporary Perspectives: Managing Change Changes in the Nature of Work The Changing Workforce and Changing Expectations 4 Key Factors in Organizational Performance Case 4.1: Glacier Valley Bank Case 4.2: George's Style A Model of Organizational Performance International Perspectives: Sales Force at Mary Kay China Embraces the American Way The Financial and Technological Factors Management Philosophy and Leadership Style Individual and Team Motivation and Performance Organizational Culture and Climate Ethical Perspectives: HR Professionals Believe Ethical Conduct Not Rewarded in Business What Type of Organization Are We Creating? And What Are the Consequences? II Equal Employment and Human Resources Planning 5 Equal Employment Laws and Other Regulations Opening Case: Six Ways to Get Yourself Sued Civil Rights Acts of 1964 and 1991 Affirmative Action Issues Pertaining to Women Contemporary Perspectives: An Employer's Legal Burden Age Discrimination in Employment Act of 1967 Americans with Disabilities Act of 1990 Family and Medical Leave Act of 1993 Miscellaneous Laws and Regulations International Perspectives: Long Stints Abroad May Put Foreign Worker's Status at Risk Implications for Human Resources Management 6 Human Resources Planning Opening Case: Where to Start? What Is Human Resources Planning? International Human Resources Management Relationship to Strategic Planning Aspects of the Planning Process Contemporary Perspectives: Common Alternative Staffing Options Alternative Staffing Patterns The External Labor Market Role of the Human Resources Department Contemporary Perspectives: Intel Grooms Talent While Preparing for Succession Ethical Perspectives: Balancing Personnel Practices and Business Objectives III Job Design and Staffing 7 Job Design Opening Case: High Seas Autopilots Considerations in Job Design International Perspectives: The Rise of Industrial Robots Job Enrichment Self-Managed Teams Organization Development Reengineering Role of the Human Resources Department Ethical Perspectives: Reengineering Job Analysis Job Descriptions and Job Specifications Performance Standards International Perspectives: Karoshi Role of the Human Resources Department 8 Work Rules and Schedules Opening Case: To Compress or Not to Compress Control Versus Autonomy Administering Work Rules Ethical Perspectives: Theft in the Workplace The Workday and Workweek New Patterns in Work Scheduling Contingent Employees Contemporary Perspectives: Addressing the Risks Role of the Human Resources Department 9 Recruitment and Selection Opening Case: New Components in the Electronics Business The Recruitment Process Recruiting Within the Organization Recruiting Outside the Organization Recruiting Specific Groups Ethical Perspectives: Gender Discrimination Is Alive and Well... The Selection Process Determining Selection Standards Sources of Information About Applicants Selection Tests The Selection Interview The Selection Decision and Job Offers International Perspectives: America's Brain Drain Employment Eligibility 10 Career Transitions Opening Case: The Transfer Orientation Internal Staffing Process Employee Separations Contemporary Perspectives: A Day and a Half in the Life of an Assessment Center Ethical Perspectives: Alternatives to Layoffs Managing Career Changes IV Development and Appraisal 11 Skills Training Opening Case: The Apprenticeship Program Determining the Need for Skills Training Translating Needs into Objectives Selecting Trainees International Perspectives: Worldwide Community College Links Employees to Training Determining the Curriculum and Choosing Training Methods Formulating the Budget Selecting and Training Trainers Determining Evaluation Procedures Principles of Learning Role of Human Resources Directors and Other Managers Ethical Perspective: Ethics Training 12 Management and Career Development Opening Case: Career Development—Whom Does It Really Help? Planning Effective Development Programs Developing Managerial and Supervisory Abilities Contemporary Perspectives: Eight Points You Need to Consider About Job Rotation Developing Employee Potential: Special Cases Ethical Perspectives: Age Discrimination and Some Ways to Deal with It Evaluating Career Development Programs Role of the Human Resources Department 13 Performance Management and Appraisal Opening Case: Three Appraisals Importance of Performance Appraisal in the Performance Management System Developing an Appraisal Program Performance Appraisal Methods The Appraisal Interview and Dialogue Ethical Perspectives: Problems with Performance Appraisals and What to Do About Them Choosing the Appraisal Process International Perspectives: Lifetime Employment and Seniority Wages in Japan Role of the Human Resources Department V Compensation and Reward 14 Wage and Salary Management Opening Case: Aligning Pay with Business Initiatives The Wage and Salary Program Job Evaluation Wage and Salary Surveys Determining Pay Rates Ethical Perspectives: The Pay Gap Between CEOs and Their Workers Adjusting the Pay Structure Rules of Administration Government Regulation Contemporary Perspectives: the Hard Side of Pay for Performance Current Issues Role of the Human Resources Department 15 Incentive Plans Opening Case: Do We Need Incentives? Individual Incentive Plans Team Incentive Plans Ethical Perspectives: Executive Compensation—A Balance Between Employee Needs and Legal Compliance Productivity Gainsharing Plans Profit-Sharing Plans Employee Recognition Programs Suggestion Plans International Perspectives: Employee Suggestions Work in Japan! Positive Reinforcement Programs External Influences Internal Influences Role of the Human Resources Department 16 Employee Benefits Opening Case: Employee Benefits—Let Your Employees Be the Judge Current Practices and Problems Impact of the Environment International Perspectives: The China Syndrome Managing Employee Benefits Role of the Human Resources Department VI Employee Protection and Representation 17 Safety and Health Management Opening Case: A Culture of Safety The Concern for Employee Safety and Health The Occupational Safety and Health Act Occupational Accidents Occupational Disease Other Health Problems Contemporary Perspectives: Prevalence of Drug Testing in the Workplace International Perspectives: Workplace Stress is Biggest Health Hazard in Britain Managing Safety and Health Programs Role of the Human Resources Department 18 Labor Organizations and Unionization Opening Case: For or Against the Union? Why Workers Join Unions Union Membership Contemporary Perspectives: White-Collar Unions—A Solution to Offshoring? Structure of Union Organizations The Law and the Labor Movement The Process of Unionization Challenges Facing the Labor Movement 19 Negotiating and Administering the Labor Agreement Opening Case: Two Sides of a Negotiation Government Rules and Regulations Types of Bargaining Relationships International Perspectives: Bargaining in Japan Conducting Negotiations Resolving Negotiating Impasses Contemporary Issues: FMCS: Past, Present, and Future Grievance-Arbitration Procedures in Unionized Organizations Implications for Human Resources Managers 20 Rights, Responsibilities, and Justice Opening Case: Sexual Harassment? Employee Rights Contemporary Perspectives: Sexual Harassment Policy Statements and Complaint Procedures Grievance Procedures and Due Process in Nonunionized Organizations Implications for the Human Resources Department

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