Human Resource Management: Functions, Applications, and Skill Development

Human Resource Management: Functions, Applications, and Skill Development

by Robert N. Lussier, John R. Hendon

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Product Details

ISBN-13: 9781506360317
Publisher: SAGE Publications
Publication date: 11/30/2017
Sold by: Barnes & Noble
Format: NOOK Book
Pages: 704
Sales rank: 1,167,359
File size: 126 MB
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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 and widely adopted methods for applying concepts and developing skills that can be used both personally and professionally. A prolific writer, Dr. Lussier has more than 444 publications to his credit, including Management 7e (SAGE), Human Relations 11e (McGraw-Hill), and Leadership 6e (Cengage) and has published in top tier academic journals. Over one million people globally have used his textbooks, earning him an unsurpassed national and international reputation as an author and keynote speaker. Dr. Lussier is the founder of Publish Don’t Perish (www.publishdonotperish) and through contact, his Publish Don’t Perish: The Top Secrets to Get Published book, and keynote presentations/workshops has helped hundreds of institutions and individuals in 80 countries get published. His presentations inspire comments like: “Bob explains complex business topics in an easy-to-understand language while keeping his audience engaged and spell-bound.” - Dr. Raj V. Mahto, Professor, University of New Mexico. He holds a bachelor of science in business administration from Salem State College, master’s degrees in  education and business 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 Department faculty member at the University of Arkansas at Little Rock for over 20 years. A nationally recognized HRM subject matter expert and an active member of the Society for Human Resource Management, he teaches in the areas of Human Resources Management, Strategy, Family Business and Organizational Management, and researches in a number of areas in the Management field, specializing in Entrepreneurial research. John is 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 B.S. in Education from the University of Central Arkansas. You can reach him any time at jrhendon@gmail.com.

 

Table of Contents

Preface
Acknowledgments
About the Authors
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)?
HRM Past and Present
The Changing World of HRM
Understanding HR’s Critical Factors
HRM Skills
Line Managers’ HRM Responsibilities
HR Managers’ Responsibilities: Disciplines Within HRM
Resources for HRM Careers
Practitioner’s Model for HRM
Trends and Issues in HRM
Chapter 2: Strategy-Driven Human Resource Management
Strategy and Strategic Planning: The Organization and the Environment
Strategic Vision and Mission
Strategy Types and Analysis
Structure
Organizational Culture
An Introduction to Data Analytics and HR Technology
Human Resource Management Systems (HRMS)
Measurement Tools for Strategic HRM
Trends and Issues in HRM
Chapter 3: The Legal Environment and Diversity Management
The Legal Environment for HRM and A User’s Guide to Managing People
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: Workforce Planning: Job Analysis, Design, and Employment Forecasting
Workforce Planning: Workflow Analysis
Job Analysis
Job Design/Redesign
Designing Motivational Jobs
HR Forecasting
Reconciling Internal Labor Supply and Demand
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 Programs
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 Job
Trends and Issues in HRM
Part III: Developing and Managing
Chapter 7: Learning 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: Rights and Employee Management
Commonly Accepted Employee Rights
Management Rights
Coaching, Counseling, and Discipline
Leadership and Management
Teams and Organizational Change
Trends and Issues in HRM
Chapter 10: Employee and Labor Relations
Labor Relations: A Function of Trust and Communication
Job Satisfaction
Legal Issues in Labor Relations
Unions and Labor Rights
Management Rights and Decertification Elections
Managing Conflict
Negotiations
Trends and Issues in HRM
Part IV: Compensating
Chapter 11: Compensation Management
Compensation Management
Compensation Strategy
Legal and Fairness Issues in Compensation
Pay Equity, Comparable Worth and Other Legal Issues
Job Evaluation
Developing a Pay System
Pay Structure
Trends and Issues in HRM
Chapter 12: Incentive Pay
Incentive Compensation
Individual or Group-Based Incentives?
Options for Individual Incentives
Options for Group Incentives
Failures and Challenges in Creating Incentive Pay Systems
Guidelines for Creating Motivational Incentive Systems
Executive Compensation
Trends and Issues in HRM
Chapter 13: Employee Benefits
The Strategic Value of Benefits Programs
Old Age, Survivors and Disability Insurance (OASDI)
Other Statutory Benefits
Voluntary Benefits
Administration and Communication of Benefits
Trends and Issues in HRM
Part V: Protecting and Expanding Organizational Reach
Chapter 14: Workplace Safety, Health, and Security
Workplace Safety and OSHA
Employee Health
Stress
Workplace Security
Trends and Issues in HRM
Chapter 15: Organizational Ethics, Sustainability, and Social Responsibility
Practitioner's Perspective
Ethical Organizations
Ethical Approaches
Creating and Maintaining Ethical Organizations
Just Because It's Legal Doesn't Mean It's Ethical!
Corporate Social Responsibility (CSR)
Levels of Corporate Social Responsibility
Sustainability
Trends and Issues in HRM
Chapter 16: Global Issues for Human Resource Managers
Practitioner's Perspective
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
Appendix: SHRM 2016 Curriculum Guidebook
Glossary
Notes
Name Index
Company Index
Subject Index

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