Cases in Human Resource Management provides students with insights into common challenges, dilemmas, and issues human resource managers face in the workplace. Using a wide variety of well-known companies and organizations, author David Kimball engages students with original, real-world cases that illustrate HRM topics and functions in action. Each case is designed to encourage students to find new solutions to human resource issues and to stimulate class discussion. Case questions challenge students to think critically, apply concepts, and develop their HRM skills. The contents are organized using the same topical coverage and structure as most HRM textbooks, making Kimball the ideal companion for any introductory HRM course.
Tabla de materias
Foreword by Robert N. Lussier
Preface
Acknowledgments
About the Author
Part 1: 21st-Century Human Resource Management Strategic Planning and Legal Issues
Chapter 1: The New Human Resource Management Process
Case 1.1 The Changing Role of Human Resources in Organizations: The Curious Case of Zappos
Case 1.2 HRM Careers: Five Growing Areas of Human Resources
Chapter 2: Strategy-Driven Human Resource Management
Case 2.1 The External Environment: When State Government Offers Early Retirement
Case 2.2 HR Strategy: Employees Matter at Costco
Chapter 3: The Legal Environment and Diversity Management
Case 3.1 Major Employment Laws: How Does an Increase in State Minimum Wage Impact an Organization?
Case 3.2 Diversity and Inclusion: What’s the Difference?
Part 2: Staffing
Chapter 4: Matching Employees and Jobs: Job Analysis and Design
Case 4.1 HR Forecasting: Visier – Workforce Forecasting
Case 4.2 Succession Planning: Developing Leaders at General Electric (GE)
Chapter 5: Recruiting Job Candidates
Case 5.1 The Recruiting Process: The Growth of E-Recruitment in Recruiting Job Candidates
Case 5.2 Internal Versus External Candidates: Which Candidate Is More Valuable?
Chapter 6: Selecting New Employees
Case 6.1 The Selection Process: Searching for a New Faculty Member . . . What Step in the Selection Process Are We in Today?
Case 6.2 Looking for “Organizational Fit”: Walter’s Unstructured Interview at Google
Part 3: Developing and Managing
Chapter 7: Training, Learning, Talent Management, and Development
Case 7.1 The Need for Training and Development: Should You Use Massive Open Online Courses (MOOCs) Such as Coursera and Udacity to Recruit and Retain Talent?
Case 7.2 Talent Management and Development: The Talented Harry Saunders′s Career Development at the Big Buy Supermarket
Chapter 8: Performance Management and Appraisal
Case 8.1 Why Do We Conduct Performance Appraisals? Jennee Le Beau and the Case of the Missing Performance Appraisal System
Case 8.2 Performance Appraisal Problems: The Trouble With Performance Systems
Chapter 9: Rights and Employee Management
Case 9.1 Coaching, Counseling, and Discipline: HR’s Role—Document, Document, Document
Case 9.2 Trends and Issues in HRM: Mindfulness—A Thoughtful Theory About Leadership
Chapter 10: Employee and Labor Relations
Case 10.1 Unions and Labor Rights: Can Labor Unions and Management Work Together?
Case 10.2 Managing Conflicts: How Can HR Help With Angry Employees?
Part 4: Compensating
Chapter 11: Compensation Management
Case 11.1 Compensation Management: How Does Wage Compression and Pay Secrecy Affect Employee Motivation?
Case 11.2 Trends and Issues in HRM: What Motivates Employees at Work? Expectations or Equity?
Chapter 12: Incentive Pay
Case 12.1 Executive Compensation: New Developments in Executive Compensation
Case 12.2 Trends and Issues in HRM: The Giving Praise Model in Action
Chapter 13: Employee Benefits
Case 13.1 Statutory Benefits: Companies Kicking Your Spouse Off Your Health Care Plans
Case 13.2 Trends and Issues in HRM: Managing: New Laws Regarding Sick Leave
Part 5: Protecting and Expanding Organizational Reach
Chapter 14: Workplace Safety, Health, and Security
Case 14.1 Building a Human Resources Information System While Protecting Health Information From Cyber Attacks
Case 14.2 Trends and Issues in HRM: Future Trends in Human Resource Management
Chapter 15: Organizational Ethics, Sustainability, and Social Responsibility
Case 15.1 Corporate Social Responsibility (CSR): Can Human Resources Help Companies Develop a CSR Program?
Case 15.2 Equal Opportunity, Diversity, and Multiple Generations at Work Together
Chapter 16: Global Issues for Human Resource Managers
Case 16.1 Globalization of Business and HRM: Should Your Marketing Director Become an Expatriate?
Case 16.2 Global Staffing: Developing, Staffing, and Managing Global Human Resources—Katya and Her Russian Background
Sobre el autor
Dr. Kimball has been the Professor of Management at Elms College in Chicopee, Massachusetts for nearly three decades. He is the Chair of The Division of Business which includes majors in Accounting, Management, Marketing, Sport Management, and Health Care Management. Professor Kimball has taught Business Strategy courses at the undergraduate and at the MBA level. As a former employee in the old AT&T he is often interested in the mobile communications industry and the technology used in similar industries. Before entering the field of teaching full-time, Dr. Kimball also worked at Massachusetts Mutual Life Insurance Company as a corporate trainer. At times, Dr. Kimball′s early work experiences at Mc Donald′s can be found in his views since he still believes in the Mc Donald′s credo of cleanliness, service, and value. Dr. Kimball completed his dissertation about business mission and written mission statements while finishing his doctorate degree in Management Systems. Dr. Kimball is a co-author of two textbooks. The first of these is in its 3rd Edition and serves as an introductory book on Sport Management, and the second is in its 2nd Edition and is about Entrepreneurship.
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