For undergraduate or graduate level human resource management courses.
A “non-functional” approach that shows the relevance of HR topics to all employees.
Managing Human Resources prepares all future managers with a business understanding of human resource management skills. The “non-functional” HR approach used in this text also makes human resources relevant to anyone who has to deal with HR issues, even those who do not hold the title of manager.
All materials have been thoroughly updated in this edition including more than 800 new references.
Features + Benefits
For undergraduate or graduate level human resource management courses.
A “non-functional” approach that shows the relevance of HR topics to all employees.
Managing Human Resources prepares all future managers with a business understanding of human resource management skills. The “non-functional” HR approach used in this text also makes human resources relevant to anyone who has to deal with HR issues, even those who do not hold the title of manager.
All materials have been thoroughly updated in this edition including more than 800 new references.
Manager’s Notebook–Providing exposure to a variety of issues that managers confront daily–from providing feedback during an appraisal session to preparing employees for a layoff–the Manager’s Notebook is an excellent tool for the student.
Half of the Manager’s Notebook sections are new for the sixth edition and most of the remaining ones have been updated.
You Manage It!–These discussions bring the theory in the Manager’s Notebooks to life. Case studies are provided at the end of each chapter to support each of the themes in Manager’s Notebook. Each case has ten critical thinking questions, team exercises, and experiential exercises. Many cases also contain a new feature called “individual exercises” for students that can only work individually rather than as a member of a class or team. Cases are organized as follows:
Emerging Trends Cases–A sign of the times, emerging trends present new developments and projections in the field of human resource management. These cases are also reflected in the end-of-chapter cases, illustrating tough, real-life choices.
Customer Driven HR Cases–This feature demonstrates for every topic how managers and employees can benefit by approaching employees as internal customers. The corresponding cases illustrate how human resource management can add value to an organization by taking customer-oriented perspective.
Ethics Cases–Focusing on the HR-specific ethics issues that challenge managers and employees during the decision-making process, these cases make the importance of such decisions real for students.
Global Cases–HR practices around the globe are featured in both the Manager’s Notebook section as well as in the “You Manage It!”
OTHER POINTS OF DISTINCTION
New Expanded Coverage–Every chapter has been updated and revamped to reflect the changing economic climate. Unprecedented economic upheavals since 2008 have changed the roles of both the manager and the employee. New elements to managing are introduced and explored, elements that include employee stress and anxiety, and cross-training employees to fulfill a variety of different job roles.
Part I. Introduction
Chapter 1. Meeting Present and Emerging Strategic Human Resource Challenges
Part II. The Contexts of Human Resource Management
Chapter 2. Managing Work Flows and Conducting Job Analysis
Chapter 3. Understanding Equal Opportunity and the Legal Environment
Chapter 4. Recruiting and Selecting Employees
Chapter 5. Managing Employee Separations, Downsizing, and Outplacement
Part IV. Employee Development
Chapter 6. Appraising and Managing Performance
Chapter 7. Training the Workforce
Chapter 8. Developing Careers
Part V. Compensation
Chapter 9. Managing Compensation
Chapter 10. Rewarding Performance
Chapter 11. Designing and Administering Benefits
Part VI. Governance
Chapter 12. Developing Employee Relations
Chapter 13. Managing Diversity
Chapter 14. Respecting Employee Rights and Managing Discipline
Chapter 15. Working with Organized Labor
Chapter 16. Managing Workplace Safety and Health
Chapter 17. International HRM Challenge
A “non-functional” approach that shows the relevance of HR topics to all employees.
Managing Human Resources prepares all future managers with a business understanding of human resource management skills. The “non-functional” HR approach used in this text also makes human resources relevant to anyone who has to deal with HR issues, even those who do not hold the title of manager.
All materials have been thoroughly updated in this edition including more than 800 new references.
Features + Benefits
For undergraduate or graduate level human resource management courses.
A “non-functional” approach that shows the relevance of HR topics to all employees.
Managing Human Resources prepares all future managers with a business understanding of human resource management skills. The “non-functional” HR approach used in this text also makes human resources relevant to anyone who has to deal with HR issues, even those who do not hold the title of manager.
All materials have been thoroughly updated in this edition including more than 800 new references.
Manager’s Notebook–Providing exposure to a variety of issues that managers confront daily–from providing feedback during an appraisal session to preparing employees for a layoff–the Manager’s Notebook is an excellent tool for the student.
Half of the Manager’s Notebook sections are new for the sixth edition and most of the remaining ones have been updated.
You Manage It!–These discussions bring the theory in the Manager’s Notebooks to life. Case studies are provided at the end of each chapter to support each of the themes in Manager’s Notebook. Each case has ten critical thinking questions, team exercises, and experiential exercises. Many cases also contain a new feature called “individual exercises” for students that can only work individually rather than as a member of a class or team. Cases are organized as follows:
Emerging Trends Cases–A sign of the times, emerging trends present new developments and projections in the field of human resource management. These cases are also reflected in the end-of-chapter cases, illustrating tough, real-life choices.
Customer Driven HR Cases–This feature demonstrates for every topic how managers and employees can benefit by approaching employees as internal customers. The corresponding cases illustrate how human resource management can add value to an organization by taking customer-oriented perspective.
Ethics Cases–Focusing on the HR-specific ethics issues that challenge managers and employees during the decision-making process, these cases make the importance of such decisions real for students.
Global Cases–HR practices around the globe are featured in both the Manager’s Notebook section as well as in the “You Manage It!”
OTHER POINTS OF DISTINCTION
New Expanded Coverage–Every chapter has been updated and revamped to reflect the changing economic climate. Unprecedented economic upheavals since 2008 have changed the roles of both the manager and the employee. New elements to managing are introduced and explored, elements that include employee stress and anxiety, and cross-training employees to fulfill a variety of different job roles.
Part I. Introduction
Chapter 1. Meeting Present and Emerging Strategic Human Resource Challenges
Part II. The Contexts of Human Resource Management
Chapter 2. Managing Work Flows and Conducting Job Analysis
Chapter 3. Understanding Equal Opportunity and the Legal Environment
Chapter 4. Recruiting and Selecting Employees
Chapter 5. Managing Employee Separations, Downsizing, and Outplacement
Part IV. Employee Development
Chapter 6. Appraising and Managing Performance
Chapter 7. Training the Workforce
Chapter 8. Developing Careers
Part V. Compensation
Chapter 9. Managing Compensation
Chapter 10. Rewarding Performance
Chapter 11. Designing and Administering Benefits
Part VI. Governance
Chapter 12. Developing Employee Relations
Chapter 13. Managing Diversity
Chapter 14. Respecting Employee Rights and Managing Discipline
Chapter 15. Working with Organized Labor
Chapter 16. Managing Workplace Safety and Health
Chapter 17. International HRM Challenge