A Framework for Human Resource Management / Edition 7

by Gary Dessler

Overview

A Framework for Human Resource Management provides readers and practicing managers with a concise yet thorough review of essential HR management concepts–including fundamental practices, methods, topics, and relevant legal findings–in a highly readable and accessible format.

Product Details

ISBN-13:	9780132576147
Publisher:	Pearson Education
Publication date:	07/03/2012
Edition description:	New Edition
Pages:	432
Product dimensions:	7.00(w) x 9.10(h) x 0.60(d)

About the Author

Gary Dessler has degrees from New York University, Rensselaer Polytechnic Institute, and the Baruch School of Business of the City University of New York. Dr. Dessler’s best-selling Human Resource Management is also available in more than 10 languages including Russian and Chinese. Dessler’s other books include Framework for Human Resource Management, Fundamentals of Human Resource Management, Managing Now, Management: Modern Principles and Practices for Tomorrow’s Leaders, and Winning Commitment: How to Build and Keep a Competitive Workforce. He has published articles on employee commitment, leadership, supervision, and quality improvement in journals including the Academy of Management Executive, SAM Advanced Management Journal, Supervision, Personnel Journal, and International Journal of Service Management. As a Founding Professor at Florida International University, Dessler served for many years in its College of Business as Professor of Business, Associate Dean, and Chairman of the Management and International Business department, teaching courses in human resource management, strategic management, and management. For the past few years, Dessler has focused on his research and textbook writing, and on giving lectures, seminars, and courses in Asia and around the world on topics including strategic management, modern human resource management, evidence-based human resource management, and talent management.

Table of Contents

Table of Contents
PART I Introduction

• Chapter 1 Managing Strategic Human Resources Today
  • What Is Human Resource Management?
  • Trends Influencing Human Resource Management
  • The New Human Resource Managers
  • Strategic Human Resource Management
  • The Plan of This Book
  • CASE INCIDENT: Jack Nelson’s Problem
  • CONTINUING CASE: Carter Cleaning Company
  • EXPERIENTIAL EXERCISE: Helping “The Donald”
• Chapter 2 Managing Equal Opportunity and Diversity
  • Selected Equal Employment Opportunity Laws
  • Defenses Against Discrimination Allegations
  • Illustrative Discriminatory Employment Practices
  • The EEOC Enforcement Process
  • Diversity Management and Affirmative Action Programs
  • CASE INCIDENT: A Case of Racial Discrimination?
  • CONTINUING CASE: Carter Cleaning Company
  • EXPERIENTIAL EXERCISE: Too Informal?
  • VIDEO CASE: Human Resource Management (At Patagonia)
  • VIDEO CASE: Equal Employment (UPS)

PART II Recruiting and Placing Employees

• Chapter 3 Personnel Planning, Recruiting, and Talent Management
  • The Talent Management Framework
  • The Basics of Job Analysis
  • The Recruitment and Selection Process
  • Workforce Planning and Forecasting
  • Recruiting Job Candidates
  • Developing and Using Application Forms
  • CASE INCIDENT: Finding People Who Are Passionate about What They Do
  • CONTINUING CASE: Carter Cleaning Company
  • APPENDIX: Enrichment Topics in Job Analysis
• Chapter 4 Testing and Selecting Employees
  • The Basics of Testing and Selecting Employees
  • Using Tests at Work
  • Interviewing Prospective Employees
  • Using Other Selection Techniques
  • CASE INCIDENT: The Tough Screener
  • CONTINUING CASE: Carter Cleaning Company
  • EXPERIENTIAL EXERCISE: The Most Important Person You’ll Ever Hire
• Chapter 5 Training and Developing Employees
  • Orienting Employees
  • The Training Process
  • Implementation: Training Techniques
  • Managerial Development and Training
  • Managing Organizational Change and Development
  • Evaluating the Training Effort
  • CASE INCIDENT: Reinventing the Wheel at Apex Door Company
  • CONTINUING CASE: Carter Cleaning Company
  • EXPERIENTIAL EXERCISE: Flying the Friendlier Skies
  • VIDEO CASE: Recruiting at Hautelook
  • VIDEO CASE: Employee Testing and Selection at Patagonia
  • VIDEO CASE: Training at Wilson Learning

PART III Appraising and Compensating Employees

• Chapter 6 Performance Management, Appraisals, and Careers
  • Basic Concepts in Performance Appraisal and Management
  • Basic Appraisal Methods
  • Practical Suggestions for More Effective Appraisals
  • Coaching and Career Management
  • Performance Management
  • Talent Management Practices for Strategic Employee Appraisals
  • CASE INCIDENT: Appraising the Secretaries at Sweetwater U
  • CASE INCIDENT: Back with a Vengeance
  • CONTINUING CASE: Carter Cleaning Company
  • EXPERIENTIAL EXERCISE: Appraising an Instructor
• Chapter 7 Compensating Employees
  • What Determines How Much You Pay?
  • How to Create a Market-Competitive Pay Plan
  • Incentive Plans
  • Employee Benefits
  • Current Compensation Trends
  • CASE INCIDENT: Salary Inequities at Acme Manufacturing
  • CONTINUING CASE: Carter Cleaning Company
  • EXPERIENTIAL EXERCISE: Ranking the College’s Administrators’ Jobs
  • VIDEO CASE: Compensation (Focus Pointe)
  • VIDEO CASE: Performance Management California Health Foundation
  • VIDEO CASE: Joie de Vivre Hospitality: Pay for Performance and Financial Incentives

PART IV Employee Rights and Safety

• Chapter 8 Managing Employee Ethics, Engagement, Retention, and Fair Treatment
  • Ethics and Fair Treatment at Work
  • Managing Discipline and Privacy
  • Managing Dismissals
  • Managing Voluntary Employee Turnover and Retention
  • Employee Engagement
  • CASE INCIDENT: Enron, Ethics, and Organizational Culture
  • CONTINUING CASE: Carter Cleaning Company
  • EXPERIENTIAL EXERCISE: To Discipline or Not?
• Chapter 9 Managing Labor Relations and Collective Bargaining
  • The Labor Movement
  • Unions and the Law
  • The Union Drive and Election
  • The Collective Bargaining Process
  • What’s Next for Unions?
  • CASE INCIDENT: Negotiating with the Writers Guild of America
  • CONTINUING CASE: Carter Cleaning Company
  • EXPERIENTIAL EXERCISE: The Union-Organizing Campaign at Pierce U
• Chapter 10 Protecting Safety and Health
  • Employee Safety and Health: An Introduction
  • What Causes Accidents?
  • How to Prevent Accidents
  • Workplace Health Hazards: Problems and Remedies
  • CASE INCIDENT: The New Safety and Health Program
  • CONTINUING CASE: Carter Cleaning Company
  • EXPERIENTIAL EXERCISE: Checking for Unsafe Conditions
  • VIDEO CASE: Union-Management Relations (UPS)
  • VIDEO CASE: Safety (California Health Foundation)
  • Module A Practical HR Tools, Guidelines, and Systems for Managers

Appendix Glossary Notes Name Index Subject Index

Preface

A Framework for Human Resource Management provides students and practicing managers with a brief and a lucid review of essential HR management concepts and techniques in a highly readable and understandable form. As expected, it has been used successfully in several situations: in modularized undergraduate and graduate courses that necessarily blend several topics (such as management and HR, or HR and OB); in college courses (such as those offered in quarters or shortened semesters) in which the professor wants a relatively brief treatment of HR; in more specialized HR courses such as "HR in high-technology companies"; and by practicing managers who want to update their HR skills with a brief and intensive review of the subject. The book's basic mission is to provide readers with a concise review of HR's core concepts and techniques, supported, for those who want it, by a complete multimedia and Internet-based learning package. Because all managers have personnel-related responsibilities, this book is aimed at all students of management, not just those who will someday be human resource managers.

The chapter titles are unchanged from the successful previous edition, but a number of other changes have been made. The research and topics throughout all chapters have, of course, been updated to reflect the latest findings and thinking in the HR field, and, in addition, a number of topics have been expanded in response to reviewer suggestions. Expanded coverage includes employment at will and dot-com company pay, for instance. Additional examples (including more small-business and global examples) have been added throughout the text. Because of the rapid deployment ofcomputerized techniques and information technology in HR, many more examples of HR technology, and Web-based HR are integrated throughout all chapters. Modern managers are constantly coping with an implementing change, and so the general topic of change and, specifically, examples of how HR management concepts and techniques can be useful in managing change have also been expanded.

I am, as usual, indebted to a great many people for their assistance and support in creating this book. At Prentice Hall, Natalie E. Anderson, editor-in-chief, first proposed this book to me, and was helpful in developing its basic content and theme. Melissa Steffens, managing editor, was very helpful in working with me as the writing progressed, and Shannon Moore, marketing manager, enthusiastically supported the project, provided important input from potential adopters, and gave me much-needed input and support. It is safe to say that I would not have even considered writing this book without the ongoing support and advice that I have always received from the professionals in Prentice Hall's sales representative organization. I appreciate my wife, Claudia, tolerating the many evening and weekend hours that I had to spend writing this book, and last, but by no means least, I appreciate the support and lessons learned from my son, Derek.