Human Resource Management
Häftad, Engelska, 2024
Av Greg L. Stewart, Kenneth G. Brown, Greg L. (University of Iowa) Stewart, Kenneth G. (University of Iowa) Brown, Greg L Stewart, Kenneth G Brown
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Fri frakt för medlemmar vid köp för minst 249 kr.Human Resource Management addresses the challenges faced by human resource managers, integrating traditional theory with real-world strategy to equip students with the knowledge, perspective, and skills they need to thrive in the ever-changing global business environment. Presented in a clear and relatable style, this text emphasizes how effective human resource management and strategic planning work in concert to allow organizations to achieve maximum success.The focus on practical application illustrates the essential link between strategic planning and implementation, providing an inside look at how real-world companies increase effectiveness through world-class human resources management practices. A wealth of case studies, discussion topics, and exercises reinforce key concepts, strengthening students' ability to think strategically and integrate core HR management principles into the decision-making process. By mirroring the current landscape's increased reliance on smart people-management strategy, this text underscores the importance of HR management in attracting and retaining the top talent that drives an organization forward.
Produktinformation
- Utgivningsdatum2024-09-19
- Mått203 x 252 x 25 mm
- Vikt975 g
- FormatHäftad
- SpråkEngelska
- Antal sidor624
- Upplaga4
- FörlagJohn Wiley & Sons Inc
- ISBN9781119492986
Tillhör följande kategorier
- Part 1 Appreciating People as a Strategic ResourceChapter 1 Creating Value Through Human Resources a Manager’s Perspective 2How Can Human Resource Management Make an Organization Effective? 4How is Organizational Success Determined? 6Success in Life-Cycle Stages 6Success from Stakeholder Perspectives 9The Chain of Success 11What Does Human Resource Management Provide to an Organization? 12Core Human Resource Functions 13Spreading Knowledge About Human Resource Practices 15What Do Human Resource Specialists Do? 17Human Resource Roles 17Human Resource Competencies 20How Will Current Trends Affect Human Resource Management? 23Population Trends 23Labor Force Trends 24Employment Trends 25Trends in Education and Training 26Globalization Trends 26How Do Strategic and Functional Perspectives Combine to Direct Human Resource Practices? 27A Manager’s Perspective Revisited 28Summary 29Key Terms/Discussion Questions 30Chapter 2 Making Human Resource Management Strategic a Manager’s Perspective 34How Can a Strategic Approach to Human Resources Improve an Organization? 36How is Strategy Formulated? 38Gathering Information 39Analyzing Information and Making Decisions 42What are Common Competitive Business Strategies? 44Cost Leadership Strategy 45Differentiation Strategy 46Combination Strategy 47What are Basic Approaches to Human Resource Strategy? 48The Universalistic Approach 49The Contingency Approach 52What are Common Human Resource Strategies? 56Internal/Cost HR Strategy: The Loyal Soldier 56External/Cost HR Strategy: The Bargain Laborer 57Internal/Differentiation HR Strategy: The Committed Expert 58External/Differentiation HR Strategy: The Free Agent 58How Do Human Resource Strategies Align with Competitive Business Strategies? 59Research Supporting the Contingency Perspective 60Putting it all Together 62A Manager’s Perspective Revisited 62Summary 63Key Terms/Discussion Questions 65Exercises 65Chapter 3 Ensuring Equal Employment Opportunity and Safety a Manager’s Perspective 70Why is It Important to Understand Legal and Safety Issues? 72What is the Main Law Relating to Discrimination and Employment? 73Title VII of the Civil Rights Act of 1964 75The Civil Rights Act of 1991 81Application of U.S. Laws to International Employers 83What are Other Important Employment Laws? 85The Age Discrimination in Employment Act 85The Americans with Disabilities Act 87The Equal Pay Act 89The Family and Medical Leave Act 90How Can Organizations Increase Diversity? 91Executive Order 11246 93Restrictions on Affirmative Action Plans 94Affirmative Action Plans Today 94What are the Major Laws Relating to Occupational Safety? 95Occupational Safety and Health Act 96Workers’ Compensation 98What Specific Practices Increase Fairness and Safety? 99Employees 100Leadership 100A Manager’s Perspective Revisited 103Summary 104Key Terms/Discussion Questions 105Part 2 Securing Effective EmployeesChapter 4 Designing Productive and Satisfying Work a Manager’s Perspective 110How Can Strategic Design of Work Tasks Improve an Organization? 112How is Work Design Strategic? 114Developing Autonomy 114Developing Interdependence 116Linking Autonomy and Interdependence to HR Strategy 117How are Employee Jobs Determined? 118The Job Analysis Process 118Specific Methods of Collecting Job Analysis Information 123How is Job Description Information Made Useful? 126Job Analysis and Legal Issues 127Competency Modeling 128How Do We Determine the Tasks Associated with Each Job? 130Mechanistic Approach 131Motivational Approach 132Perceptual Approach 134Biological Approach 134Combining Work Design Approaches 135Job Crafting 135How Can Work Be Designed to Improve Family Life? 136Flexible Work Scheduling 137Alternative Work Locations 139A Manager’s Perspective Revisited 141Summary 141Key Terms/Discussion Questions 143Chapter 5 Recruiting Talented Employees a Manager’s Perspective 150How Can Strategic Recruiting Make an Organization Effective? 152How is Employee Recruiting Strategic? 154Broad Versus Targeted Skill Scope 154Internal Versus External Sourcing 156Realistic Versus Idealistic Messaging 158How Does Human Resource Planning Facilitate Recruiting? 160The Planning Process 160Batch and Flow Approaches 164Centralization of Processes 164Who Searches for Jobs? 165New Workforce Entrants 166Unemployed Workers 168Workers Currently Employed 168What Characteristics Make an Organization Attractive? 169Generally Attractive Characteristics 170Fit Between People and Organizations 172What are Common Recruiting Sources? 173Job Posting 173Employee Referrals 173Print Advertising 174Electronic Advertising 175Employment Agencies 176Campus Recruiting 178How is Recruiting Effectiveness Determined? 180Common Measures 180Differences Among Recruiting Sources 181A Manager’s Perspective Revisited 182Summary 183Key Terms 184Discussion Questions 185Exercises 185Chapter 6 Selecting Employees Who Fit a Manager’s Perspective 190How Can Strategic Employee Selection Improve An Organization? 192How is Employee Selection Strategic? 193Making Strategic Selection Decisions 193What Makes a Selection Method Good? 196Reliability 197Validity 198Utility 200Legality and Fairness 203Acceptability 204What Selection Methods are Commonly Used? 205Testing 205Information Gathering 214Interviewing 218How are Final Selection Decisions Made? 222Predictor Weighting Approach 222Minimum Cutoffs Approach 222Multiple Hurdles Approach 223Banding Approach 223A Manager’s Perspective Revisited 224Summary 225Key Terms/Discussion Questions 226Exercises 226Chapter 7 Managing Employee Retention and Separation Manager’s Perspective 236How Can Strategic Employee Retention and Separation Make an Organization Effective? 238How are Employee Retention and Separation Strategic? 240Strategic Emphasis on Employee Retention 240Strategic Emphasis on Employee Separation 241How Can Undesirable Employee Turnover Be Reduced? 242Recognizing Paths to Voluntary Turnover 243Understanding Decisions to Quit 245Organizational Practices that Reduce Turnover 249How Do Layoffs Affect Individuals and Organizations? 256The Effect of Layoffs on Organizations 256The Effects of Layoffs on Individuals 257Reducing the Negative Impact of Layoffs 259What are Common Steps in Disciplining Employees? 261Principles of Due Process 262The Process of Progressive Discipline 262How Should Employee Dismissals Be Carried Out? 264Outplacement Services 264The Dismissal Meeting 265A Manager’s Perspective Revisited 266Summary 267Key Terms/Discussion Questions 268Part 3 Improving Employee PerformanceChapter 8 Measuring Performance and Providing FeedbackA Manager’s Perspective 276How Can Performance Management Make an Organization Effective? 278How is Performance Management Strategic? 279Emphasizing Either Merit or Parity 280Linking Merit and Parity Systems to HR Strategy 281What is Performance? 282Task Performance 282Citizenship Performance 283Counterproductive Performance 284How is Performance Measured? 286Contamination and Deficiency as Sources of Inaccuracy 287General Types of Performance Measures 288Common Problems with Performance Measures 289Rating Formats 294Who Should Measure Performance? 296Multisource Performance Ratings 297Rating Source Differences 298How Should Feedback Be Provided? 300Providing Positive and Negative Feedback 301Effectively Communicating Methods for Improvement 302Reducing Negative Emotional Responses 304Building High Expectations 305A Manager’s Perspective Revisited 305Summary 306Key Terms/Discussion Questions 308Exercises 309Chapter 9 Training for Improved PerformanceA Manager’s Perspective 316How Can Strategic Employee Training Improve An Organization? 318How is Employee Training Strategic? 321Differentiation Versus Cost Leadership Strategy 321Internal Versus External Labor Orientation 322What are Key Principles for Getting Benefits From Training? 324Partnership 324Systematic Process 325How are Training Needs Determined? 326Proactive Needs Assessment 327Reactive Needs Assessment 330Prioritizing and Creating Objectives 332How is Effective Training Designed and Delivered? 335Content 335Training Methods 336Training Media 340Transfer-Enhancement Techniques 343Putting it all Together 345How do Organizations Determine Whether Training is Effective? 346Purpose 347Outcomes 348Design 350Results 350A Manager’s Perspective Revisited 351Summary 352Key Terms/Discussion Questions 353Exercise 353Chapter 10 Developing Employees and Their Careers A Manager’s Perspective 358How Can Strategic Employee Development Make an Organization Effective? 360How is Employee Development Strategic? 362External Versus Internal Labor Orientation 362Differentiation Versus Cost Strategy 363What are Careers Like Today? 364How Can Organizations Help Employees Develop? 366Formal Education 366Assessments and Feedback 367Work Experiences 371Developmental Relationships 373How Do Organizations Integrate Development Efforts? 375Competency Model 375Career Development Process 376Technology 378What are Some Important Career Development Challenges? 379Orienting New Employees 379Reducing Burnout 380Helping Employees Balance Work with Personal Lives 381Developing a Diverse Workforce 382Managing International Assignments 382A Manager’s Perspective Revisited 385Summary 385Key Terms 386Discussion Questions 387Exercise 387Part 4 Motivating and Managing EmployeesChapter 11 Motivating Employees Through CompensationA Manager’s Perspective 392How Can Strategic Employee Compensation Make an Organization Effective? 394How is Employee Compensation Strategic? 396External Versus Internal Labor 397Differentiation Versus Cost Strategy 397Aligning Compensation with HR Strategy 398How Does Compensation Motivate People? 400Theories of Motivation 401Linking Motivation with Strategy 407How is Compensation Level Determined? 409Pay Surveys 409Pay‐Level Strategies 413Linking Compensation Level and Strategy 413How is Compensation Structure Determined? 415Job‐Based Pay 415Skill‐Based Pay 417Linking Compensation Structure to Strategy 419How Do Government Regulations Influence Compensation? 420Fair Labor Standards Act 420State and Local Regulations 424A Manager’s Perspective Revisited 424Summary 425Key Terms/Discussion Questions 427Exercises 428Chapter 12 Designing Compensation and Benefit PackagesA Manager’s Perspective 432How Can a Strategic Compensation Package Make an Organization Effective? 434How Do Compensation Packages Align with Strategy? 436At-Risk Compensation 436Line of Sight 438Common Elements of Compensation Packages 438What are Common Approaches to Base Pay? 440What are Common Employee Benefit Plans? 442Legally Required Benefits 442Discretionary Benefits 445Flexible Benefit Programs 448What are Common Individual Incentives? 449Piece-Rate Incentives 450Commissions 451Merit Pay Increases 452Merit Bonuses 454What are Common Group and Organizational Incentives? 455Team Bonuses and Incentives 455Gainsharing 456Profit Sharing 458Stock Plans 459How Do Strategic Decisions Influence a Compensation Package? 460A Manager’s Perspective Revisited 462Summary 463Key Terms 464Discussion Questions 465Exercises 465Chapter 13 Working Effectively with LaborA Manager’s Perspective 468How Can Good Labor Relations Make an Organization Effective? 470How are Labor Relations Strategic? 472How Has Organized Labor Evolved Over Time? 475The Influence of Government Regulations 476Current Trends in Organized Labor 479International Differences in Organized Labor 483The Effect of Labor Unions on Nonunion Workers 485How Do Workers Become Part of a Union? 486Union Organizing Campaigns 486Decertification Campaigns 488Factors Influencing Union Campaigns 488What Happens During Labor Negotiations and Collective Bargaining? 489Bargaining Topics 489Work Stoppages 490The Bargaining Atmosphere 492Interest-Based Negotiation 494What is the Grievance Process? 496Grievance Procedures 496Determinants of Grievance Filing 497Grievance Mediation 497A Manager’s Perspective Revisited 498Summary 499Key Terms/Discussion Questions 500Exercises 501Chapter 14 Aligning Strategy with PracticeA Manager’s Perspective 504How Can Alignment of HR Practices Make an Organization Effective? 506What are Two Basic Forms of Strategic Alignment? 509How Do HR Practices Align with One Another? 511External/Cost: Alignment for Bargain Laborers 512Internal/Cost: Alignment for Loyal Soldiers 514Internal/Differentiation: Alignment for Committed Experts 517External/Differentiation: Alignment for Free Agents 520What are Some Other HR Issues? 522Variations of Basic Strategies 522HR as an Input to Competitive Strategy 523The Role of HR in Small Businesses 524What Might the Future of HR Look Like? 525Embracing Technology 526Adopting a Strategic Approach 526Assimilating a New Generation of Workers 527Remaining Compliant 527A Manager’s Perspective Revisited 528Summary 529Key Terms/Discussion Questions 530Exercises 531AppendicesAppendix A Cases for Hands-On Experiential Exercises 534Appendix B Occupational Outlook for HR Specialists and Managers 540Appendix C HR Certification Institute Credentials 544Appendix D SHRM Credentials 547Appendix E Organizations of Interest to HR Students and Professionals 549Appendix F Journals Useful to HR Students and Professionals 551Glossary 553Name and Company Index 563Subject Index 579
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