Management
Human Resources Management, 6th Edition
ISBN-10: 0618507213 ISBN-13: 9780618507214
800 Pages Casebound
© 2007 Published
- Overview
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- About the Author
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- Table of Contents
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- Features
Table of Contents
Each chapter ends with a Summary, Key Terms, Review Questions, Opening Case Questions, Experiential Exercise, and a Comprehensive Case.
I An Overview of Human Resources Management
1 An Introduction to Human Resources Management
Opening Case: Nancy Daniel
What is Human Resources Management?
Changing Perspectives
Ethical Perspectives:Golden Values at Coors
A Process-Systems View
Key Processes and Systems
Who Manages Human Resources
International Perspectives: Big Mac's McGlobal HR Secrets
2 A History of American Human Resources Management
Opening Case: More Than a Technological System, More Than a Social System
The Scientific Management Movement
Contemporary Perspectives: Child Labor in the Twenty-First Century
The Industrial Welfare Movement
Early Industrial Psychology
The Human Relations Movement
The Labor Movement
The Development of Human Resources Management as a Profession
International Perspecives: "We Blew It"
3 Change: The Global Resources Management Landscape
Opening Case: A Time for Change
The Changing Environment
International Perspectives: What to Do About U.S. Jobs Moving Offshore-Some Pros and Cons
Contemporary Perspectives: Managing Change
Changes in the Nature of Work
The Changing Workforce and Changing Expectations
4 Key Factors in Organizational Performance
Case 4.1: Glacier Valley Bank
Case 4.2: George's Style
A Model of Organizational Performance
International Perspectives: Sales Force at Mary Kay China Embraces the American Way
The Financial and Technological Factors
Management Philosophy and Leadership Style
Individual and Team Motivation and Performance
Organizational Culture and Climate
Ethical Perspectives: HR Professionals Believe Ethical Conduct Not Rewarded in Business
What Type of Organization Are We Creating? And What Are the Consequences?
II Equal Employment and Human Resources Planning
5 Equal Employment Laws and Other Regulations
Opening Case: Six Ways to Get Yourself Sued
Civil Rights Acts of 1964 and 1991
Affirmative Action
Issues Pertaining to Women
Contemporary Perspectives: An Employer's Legal Burden
Age Discrimination in Employment Act of 1967
Americans with Disabilities Act of 1990
Family and Medical Leave Act of 1993
Miscellaneous Laws and Regulations
International Perspectives: Long Stints Abroad May Put Foreign Worker's Status at Risk
Implications for Human Resources Management
6 Human Resources Planning
Opening Case: Where to Start?
What Is Human Resources Planning?
International Human Resources Management
Relationship to Strategic Planning
Aspects of the Planning Process
Contemporary Perspectives: Common Alternative Staffing Options
Alternative Staffing Patterns
The External Labor Market
Role of the Human Resources Department
Contemporary Perspectives: Intel Grooms Talent While Preparing for Succession
Ethical Perspectives: Balancing Personnel Practices and Business Objectives
III Job Design and Staffing
7 Job Design
Opening Case: High Seas Autopilots
Considerations in Job Design
International Perspectives: The Rise of Industrial Robots
Job Enrichment
Self-Managed Teams
Organization Development
Reengineering
Role of the Human Resources Department
Ethical Perspectives: Reengineering
Job Analysis
Job Descriptions and Job Specifications
Performance Standards
International Perspectives: Karoshi
Role of the Human Resources Department
8 Work Rules and Schedules
Opening Case: To Compress or Not to Compress
Control Versus Autonomy
Administering Work Rules
Ethical Perspectives: Theft in the Workplace
The Workday and Workweek
New Patterns in Work Scheduling
Contingent Employees
Contemporary Perspectives: Addressing the Risks
Role of the Human Resources Department
9 Recruitment and Selection
Opening Case: New Components in the Electronics Business
The Recruitment Process
Recruiting Within the Organization
Recruiting Outside the Organization
Recruiting Specific Groups
Ethical Perspectives: Gender Discrimination Is Alive and Well...
The Selection Process
Determining Selection Standards
Sources of Information About Applicants
Selection Tests
The Selection Interview
The Selection Decision and Job Offers
International Perspectives: America's Brain Drain
Employment Eligibility
10 Career Transitions
Opening Case: The Transfer
Orientation
Internal Staffing Process
Employee Separations
Contemporary Perspectives: A Day and a Half in the Life of an Assessment Center
Ethical Perspectives: Alternatives to Layoffs
Managing Career Changes
IV Development and Appraisal
11 Skills Training
Opening Case: The Apprenticeship Program
Determining the Need for Skills Training
Translating Needs into Objectives
Selecting Trainees
International Perspectives: Worldwide Community College Links Employees to Training
Determining the Curriculum and Choosing Training Methods
Formulating the Budget
Selecting and Training Trainers
Determining Evaluation Procedures
Principles of Learning
Role of Human Resources Directors and Other Managers
Ethical Perspective: Ethics Training
12 Management and Career Development
Opening Case: Career Development--Whom Does It Really Help?
Planning Effective Development Programs
Developing Managerial and Supervisory Abilities
Contemporary Perspectives: Eight Points You Need to Consider About Job Rotation
Developing Employee Potential: Special Cases
Ethical Perspectives: Age Discrimination and Some Ways to Deal with It
Evaluating Career Development Programs
Role of the Human Resources Department
13 Performance Management and Appraisal
Opening Case: Three Appraisals
Importance of Performance Appraisal in the Performance Management System
Developing an Appraisal Program
Performance Appraisal Methods
The Appraisal Interview and Dialogue
Ethical Perspectives: Problems with Performance Appraisals and What to Do About Them
Choosing the Appraisal Process
International Perspectives: Lifetime Employment and Seniority Wages in Japan
Role of the Human Resources Department
V Compensation and Reward
14 Wage and Salary Management
Opening Case: Aligning Pay with Business Initiatives
The Wage and Salary Program
Job Evaluation
Wage and Salary Surveys
Determining Pay Rates
Ethical Perspectives: The Pay Gap Between CEOs and Their Workers
Adjusting the Pay Structure
Rules of Administration
Government Regulation
Contemporary Perspectives: the Hard Side of Pay for Performance
Current Issues
Role of the Human Resources Department
15 Incentive Plans
Opening Case: Do We Need Incentives?
Individual Incentive Plans
Team Incentive Plans
Ethical Perspectives: Executive Compensation--A Balance Between Employee Needs and Legal Compliance
Productivity Gainsharing Plans
Profit-Sharing Plans
Employee Recognition Programs
Suggestion Plans
International Perspectives: Employee Suggestions Work in Japan!
Positive Reinforcement Programs
External Influences
Internal Influences
Role of the Human Resources Department
16 Employee Benefits
Opening Case: Employee Benefits--Let Your Employees Be the Judge
Current Practices and Problems
Impact of the Environment
International Perspectives: The China Syndrome
Managing Employee Benefits
Role of the Human Resources Department
VI Employee Protection and Representation
17 Safety and Health Management
Opening Case: A Culture of Safety
The Concern for Employee Safety and Health
The Occupational Safety and Health Act
Occupational Accidents
Occupational Disease
Other Health Problems
Contemporary Perspectives: Prevalence of Drug Testing in the Workplace
International Perspectives: Workplace Stress is Biggest Health Hazard in Britain
Managing Safety and Health Programs
Role of the Human Resources Department
18 Labor Organizations and Unionization
Opening Case: For or Against the Union?
Why Workers Join Unions
Union Membership
Contemporary Perspectives: White-Collar Unions--A Solution to Offshoring?
Structure of Union Organizations
The Law and the Labor Movement
The Process of Unionization
Challenges Facing the Labor Movement
19 Negotiating and Administering the Labor Agreement
Opening Case: Two Sides of a Negotiation
Government Rules and Regulations
Types of Bargaining Relationships
International Perspectives: Bargaining in Japan
Conducting Negotiations
Resolving Negotiating Impasses
Contemporary Issues: FMCS: Past, Present, and Future
Grievance-Arbitration Procedures in Unionized Organizations
Implications for Human Resources Managers
20 Rights, Responsibilities, and Justice
Opening Case: Sexual Harassment?
Employee Rights
Contemporary Perspectives: Sexual Harassment Policy Statements and Complaint Procedures
Grievance Procedures and Due Process in Nonunionized Organizations
Implications for the Human Resources Department