Greg L Stewart, Kenneth G Brown

Human Resource Management

• Broschiertes Buch

Produktbeschreibung

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.

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Produktdetails

• Verlag: Wiley
• 4th edition
• Seitenzahl: 624
• Erscheinungstermin: 18. Juni 2019
• Englisch
• Abmessung: 252mm x 204mm x 26mm
• Gewicht: 885g
• ISBN-13: 9781119492986
• ISBN-10: 111949298X
• Artikelnr.: 68053840

Inhaltsangabe

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