Framework for Human Resource Management, A

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 PART I Introduction Chapter 1 Managing Strategic Human Resources Today What Is Human Resource Management?Trends Influencing Human Resource ManagementThe New Human Resource ManagersStrategic Human Resource ManagementThe Plan of This BookCASE INCIDENT: Jack Nelson’s ProblemCONTINUING CASE: Carter Cleaning CompanyEXPERIENTIAL EXERCISE: Helping “The Donald” Chapter 2 Managing Equal Opportunity and Diversity Selected Equal Employment Opportunity LawsDefenses Against Discrimination AllegationsIllustrative Discriminatory Employment PracticesThe EEOC Enforcement ProcessDiversity Management and Affirmative Action ProgramsCASE INCIDENT: A Case of Racial Discrimination?CONTINUING CASE: Carter Cleaning CompanyEXPERIENTIAL 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 FrameworkThe Basics of Job AnalysisThe Recruitment and Selection ProcessWorkforce Planning and ForecastingRecruiting Job CandidatesDeveloping and Using Application FormsCASE INCIDENT: Finding People Who Are Passionate about What They DoCONTINUING CASE: Carter Cleaning CompanyAPPENDIX: Enrichment Topics in Job Analysis Chapter 4 Testing and Selecting Employees The Basics of Testing and Selecting EmployeesUsing Tests at WorkInterviewing Prospective EmployeesUsing Other Selection TechniquesCASE INCIDENT: The Tough ScreenerCONTINUING CASE: Carter Cleaning CompanyEXPERIENTIAL EXERCISE: The Most Important Person You’ll Ever Hire Chapter 5 Training and Developing Employees Orienting EmployeesThe Training ProcessImplementation: Training TechniquesManagerial Development and TrainingManaging Organizational Change and DevelopmentEvaluating the Training EffortCASE INCIDENT: Reinventing the Wheel at Apex Door CompanyCONTINUING CASE: Carter Cleaning CompanyEXPERIENTIAL EXERCISE: Flying the Friendlier SkiesVIDEO CASE: Recruiting at HautelookVIDEO CASE: Employee Testing and Selection at PatagoniaVIDEO CASE: Training at Wilson Learning PART III Appraising and Compensating Employees Chapter 6 Performance Management, Appraisals, and Careers Basic Concepts in Performance Appraisal and ManagementBasic Appraisal MethodsPractical Suggestions for More Effective AppraisalsCoaching and Career ManagementPerformance ManagementTalent Management Practices for Strategic Employee AppraisalsCASE INCIDENT: Appraising the Secretaries at Sweetwater UCASE INCIDENT: Back with a VengeanceCONTINUING CASE: Carter Cleaning CompanyEXPERIENTIAL EXERCISE: Appraising an Instructor Chapter 7 Compensating Employees What Determines How Much You Pay?How to Create a Market-Competitive Pay PlanIncentive PlansEmployee BenefitsCurrent Compensation TrendsCASE INCIDENT: Salary Inequities at Acme ManufacturingCONTINUING CASE: Carter Cleaning CompanyEXPERIENTIAL EXERCISE: Ranking the College’s Administrators’ JobsVIDEO CASE: Compensation (Focus Pointe)VIDEO CASE: Performance Management California Health FoundationVIDEO 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 WorkManaging Discipline and PrivacyManaging DismissalsManaging Voluntary Employee Turnover and RetentionEmployee EngagementCASE INCIDENT: Enron, Ethics, and Organizational CultureCONTINUING CASE: Carter Cleaning CompanyEXPERIENTIAL EXERCISE: To Discipline or Not? Chapter 9 Managing Labor Relations and Collective Bargaining The Labor MovementUnions and the LawThe Union Drive and ElectionThe Collective Bargaining ProcessWhat’s Next for Unions?CASE INCIDENT: Negotiating with the Writers Guild of AmericaCONTINUING CASE: Carter Cleaning CompanyEXPERIENTIAL EXERCISE: The Union-Organizing Campaign at Pierce U Chapter 10 Protecting Safety and Health Employee Safety and Health: An IntroductionWhat Causes Accidents?How to Prevent AccidentsWorkplace Health Hazards: Problems and RemediesCASE INCIDENT: The New Safety and Health ProgramCONTINUING CASE: Carter Cleaning CompanyEXPERIENTIAL EXERCISE: Checking for Unsafe ConditionsVIDEO 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