ISBN-10:
148335850X
ISBN-13:
9781483358505
Pub. Date:
01/22/2016
Publisher:
SAGE Publications
Fundamentals of Human Resource Management: Functions, Applications, Skill Development / Edition 1

Fundamentals of Human Resource Management: Functions, Applications, Skill Development / Edition 1

by Robert N. Lussier, John R. HendonRobert N. Lussier
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Overview

Fundamentals of Human Resource Management: Functions, Applications, Skill Development takes a unique three-pronged approach that gives students a clear understanding of important HRM concepts and functions, shows them how to apply those concepts, and helps them build a strong skill set they can use in their personal and professional lives. Covering the vast majority the 210 required SHRM Curriculum Guidebook topics required for undergraduates, Fundamentals of Human Resource Management gives the student the ability to successfully manage others in today's work environment. Authors Robert N. Lussier and John R. Hendon engage students with a variety of high-quality applications and skill development exercises to improve students’ comprehension and retention. The authors’ emphasis on current trends and the challenges facing HR managers and line managers today provide students with key insights on important issues and prepare them for successful careers.

Product Details

ISBN-13: 9781483358505
Publisher: SAGE Publications
Publication date: 01/22/2016
Edition description: Older Edition
Pages: 440
Product dimensions: 8.30(w) x 10.70(h) x 0.70(d)

About the Author

Robert N. Lussier is a professor of management at Springfield College. Through teaching management courses for more than 25 years, he has developed innovative methods for applying concepts and developing skills that can be used both personally and professionally. A prolific writer, Dr. Lussier has more than 425 publications to his credit, including Management 7e (SAGE), Human Relations 10e (Mc Graw-Hill), and Leadership 6e (South Western/Cengage) and has published in top tier academic journals. He holds a bachelor of science in business administration from Salem State College, master’s degrees in business and education from Suffolk University, and a doctorate in management from the University of New Haven. He served as founding director of Israel Programs and has taught courses in Israel.

John R. Hendon is a seven-time entrepreneur and former director of operations for a $60 million company. He brought his experience and interests to the classroom full time in 1994 and has been a Management faculty member at the University of Arkansas at Little Rock for over 17 years. An active member of the Society for Human Resource Management, he teaches in the areas of Human Resources Management, Strategy, and Organizational Management, and researches in a number of areas in the Management field, specializing in Entrepreneurial research. John is also currently the President of “The VMP Group,” an Arkansas-based business consulting firm. John’s company consults with a variety of businesses on human resources, family business, strategic planning, organizational design, and leadership. He has provided professional assistance in the start-up and operation of dozens of Arkansas and California-based businesses and non-profits, government agencies, and utilities. John holds an MBA degree from San Diego State University and a BS in Education from the University of Central Arkansas.

Table of Contents

PART I. 21st Century Human Resource Management Strategic Planning and Legal Issues
Chapter 1. The New Human Resource Management Process
Why Study Human Resource Management (HRM)?
21st Century HRM
Disciplines Within HRM
HRM Responsibilities
HRM Skills
HRM Careers
Practitioner’s Model for HRM
Trends and Issues in HRM
Chapter 2. Strategy Driven Human Resource Management
Strategy and Strategic Planning in the 21st Century: The Organization and the Environment
The External Environment
Strategy
Structure
Organizational Culture
An Introduction to Data Analytics for HRM
Human Resource Information Systems (HRIS)
Measurement Tools for Strategic HRM
Trends and Issues in HRM
Chapter 3. The Legal Environment and Diversity Management
The Legal Environment for HRM: Protecting Your Organization
A User’s Guide to Managing People: The OUCH Test
Major Employment Laws
Equal Employment Opportunity Commission (EEOC)
EEO, Affirmative Action, and Diversity: What’s the Difference?
Sexual Harassment: A Special Type of Discrimination
Religious Discrimination
Trends and Issues in HRM
PART II. Staffing
Chapter 4. Matching Employees with Jobs
Employee and Job Matching
Workflow Analysis
Job Analysis
Job Design/Redesign
The Job Characteristics Model (JCM)
Designing Motivational Jobs
HR Forecasting
Reconciling Internal Labor Supply and Demands
Trends and Issues in HRM
Chapter 5. Recruiting Job Candidates
The Recruiting Process
Organizational Recruiting Considerations
Internal or External Recruiting?
Challenges and Constraints in Recruiting
Evaluation of Recruiting Programss
Trends and Issues in HRM
Chapter 6. Selecting New Employees
The Selection Process
Looking for “Fit”
Uniform Guidelines on Employee Selection Procedures
Applications and Preliminary Screening
Testing and Legal Issues
Selection Interviews
Background Checks
Selecting the Candidate and Offering the Jobs
Trends and Issues in HRM
PART III. Developing and Managing
Chapter 7. Training, Learning, Talent Management, and Development
The Need for Training and Development
The Training Process and Needs Assessment
Learning and Shaping Behavior
Design and Delivery of Training
Assessing Training
Talent Management and Development
Trends and Issues in HRM
Chapter 8. Performance Management and Appraisal
Performance Management Systems
Why Do We Conduct Performance Appraisals?
What Do We Assess?
How Do We Use Appraisal Methods and Forms?
Who Should Assess Performance?
Performance Appraisal Problems
Debriefing the Appraisal
Trends and Issues in HRM
Chapter 9. Employee Rights and Labor Relations
Managing and Leading Your Workforce
Job Satisfaction
Commonly Accepted Employee Rights
Management Rights
Coaching, Counseling, and Discipline
Legal Issues in Labor Relations
Unions and Labor Rights
Trends and Issues in HRM
PART IV. Compensating
Chapter 10. Compensation Management
Compensation Management
Organizational Philosophy
Legal and Fairness Issues in Compensation
Job Evaluation
Developing a Pay System
Trends and Issues in HRM
Chapter 11. Employee Incentives and Benefits
The Value of Incentives and Benefits
Individual Incentives
Group Incentives
Executive Compensation
Statutory Benefits
Statutory Requirements When Providing Certain Voluntary Benefits
Voluntary Benefits
Flexible Benefit (Cafeteria) Plans
Trends and Issues in HRM
PART V. PROTECTING AND EXPANDING ORGANIZATIONAL OUTREACH
Chapter 12. Workplace Safety, Health, and Security
Workplace Safety and OSHA
The Occupational Safety and Health Administration (OSHA)
Employee Health
Stress
Workplace Security
Workplace Violence
Trends and Issues in HRM
Chapter 13. Organizational Ethics, Sustainability, and Social Responsibility
Ethical Organizations
Codes of Ethics
Corporate Social Responsibility (CSR)
Sustainability
Trends and Issues in HRM
Chapter 14. Global Issues for Human Resource Managers
Globalization of Business and HRM
Legal, Ethical, and Cultural Issues
Global Staffing
Developing and Managing Global Human Resources
Compensating Your Global Workforce
Trends and Issues in HRM

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