Written for both HRM majors and non-majors,
Human Resource Management: Functions, Applications, and Skill Development equips students with the skills they need to recruit, select, train, and develop employees. Best-selling authors Robert N. Lussier and John R. Hendon explore the important strategic functions that HRM plays in today′s organizations. A wide variety of applications and exercises keep readers engaged and help them practice skills they can use in their personal and professional lives. The
Fourth Edition brings all chapters up to date according to the
SHRM 2018 Curriculum Guidebook; expands coverage on topics such as diversity and inclusion, AI, employee engagement, and pay equity; and features 17 new case studies on a range of organizations, including Starbucks and its response to the COVID-19 pandemic.
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Mục lục
Preface
Acknowledgments
About the Authors
PART I . HUMAN RESOURCES, STRATEGIC PLANNING, AND LEGAL REQUIREMENTS
CHAPTER 1 . What Is Human Resource Management?
Why Study Human Resource Management (HRM)?
HRM Past and Present
The Changing World of HRM
Understanding HR’s Critical Factors
HRM Skills
Line Managers’ HRM Responsibilities
HR Managers’ Responsibilities: Disciplines Within HRM
Resources for HRM Careers
Practitioner’s Model for HRM
Trends and Issues in HRM
Chapter Summary
Review
Case 1.1 Straton Industries Shows Why Even Small Businesses Need HR
Case 1.2 Fracturing the Labor Market— Employment in the Oil Services Industry
Skill Builder 1.1 Getting to Know You
Skill Builder 1.2 Comparing HR Management Skills and HR Responsibilities
CHAPTER 2 . Strategy-Driven Human Resource Management
An Introduction to Strategic Planning: The Organization and Its Environment
Organizational Strategy
Strategy Types
Structure
Organizational Culture
An Introduction to HR Technology
Human Resource Management Systems (HRMS)
Measurement Tools for Strategic HRM
Trends and Issues in HRM
Chapter Summary
Review
Case 2.1 Catalya Hats: Pulling a Rabbit Out of the Hat or Coming Up Empty-Handed?
Case 2.2 Structure and Culture at Old Town Cape
Skill Builder 2.1 Writing Objectives
Skill Builder 2.2 Strategic Planning at Your College
CHAPTER 3 . The Legal Environment
The HRM Legal Environment and a User’s Guide for Managing People
Major Employment Laws
Equal Employment Opportunity Commission (EEOC)
Sexual Harassment
Religious Discrimination
Trends and Issues in HRM
Chapter Summary
Review
Case 3.1 You Can’t Get There From Here: Uber Slow on Diversity
Case 3.2 St. Louis Police Face $20 Million Sexual Orientation Discrimination Verdict
Skill Builder 3.1 The Four-Fifths Rule
Skill Builder 3.2 Diversity Awareness
PART II . STAFFING
CHAPTER 4 . Workforce Planning: Job Analysis, Job Design, and Employment Forecasting
Workforce Planning: Workflow Analysis
Job Analysis
Job Design and Redesign
Designing Motivational Jobs
HR Forecasting
Reconciling Internal Labor Supply and Demand
Trends and Issues in HRM
Chapter Summary
Review
Case 4.1 Walmart’s Everyday Hiring Strategy: Fueling Future Consumer Demand With Passion and Talent
Case 4.2 Seasonal Staffing at Target Corp.
Skill Builder 4.1 Job Analysis
Skill Builder 4.2 Job Characteristics Model (JCM)
Skill Builder 4.3 O*NET
CHAPTER 5 . Recruiting Job Candidates
The Recruiting Process
Organizational Recruiting Considerations
Internal or External Recruiting?
Challenges and Constraints in Recruiting
Evaluation of Recruiting Programs
Trends and Issues in HRM
Chapter Summary
Review
Case 5.1 Under- or Overmanaging the Hiring Process
Case 5.2 Trying to Build When Nobody Wants to Work
Skill Builder 5.1 Online Job Search
Skill Builder 5.2 Résumé
CHAPTER 6 . Selecting New Employees
The Selection Process
Looking for Fit
Uniform Guidelines on Employee Selection Procedures
Applications and Preliminary Screening
Testing and Legal Issues
Selection Interviews
Background Checks
Selecting the Candidate and Offering the Job
Trends and Issues in HRM
Chapter Summary
Review
Case 6.1 A Kink in Links of London’s Selection Process
Case 6.2 Hiring for Fit: How Zappos Screens and Makes Hiring Decisions
Skill Builder 6.1 Interview Questions for Use When Hiring a Professor to Teach This Course
Skill Builder 6.2 Interviewing
PART III . I DEVELOPING AND MANAGING
CHAPTER 7 . Learning, Training, and Development
The Need for Training and Development
The Training Process
Needs Assessment
Learning and Shaping Behavior
Design and Delivery of Training
Assessing Training
Talent Management and Development
Trends and Issues in HRM
Chapter Summary
Review
Case 7.1 Doing Crunches at Nestlé: Continuous Improvement of Human Assets
Case 7.2 Training Staff at Bon Bons of Cape
Skill Builder 7.1 The Training Process
Skill Builder 7.2 Career Development
CHAPTER 8 . Performance Management and Appraisal
Performance Management Systems
The Performance Appraisal Process
Reasons for Conducting Performance Appraisals
What Do We Assess?
How Do We Use Appraisal Methods and Forms?
Who Should Assess Performance?
Performance Appraisal Problems
Debriefing the Appraisal
Trends and Issues in HRM
Chapter Summary
Review
Case 8.1 Not Spilling the Beans at Jelly Belly: Developing a More Accurate Performance Appraisal System
Case 8.2 Appraising Performance at Tilt & Raise Blind Company
Self-Assessment and Skill Builder 8.1 Peer and Self-Assessments
Skill Builder 8.2 Debriefing the Appraisal
CHAPTER 9 . Rights and Employee Management
Commonly Accepted Employee Rights
Management Rights
Coaching, Counseling, and Discipline
Leadership and Management
Teams and Organizational Change
Trends and Issues in HRM
Chapter Summary
Review
Case 9.1 Balancing Rights and Privileges
Case 9.2 You’re Fired! Darcy’s Restaurant Follows Policy
Skill Builder 9.1 Coaching
Skill Builder 9.2 Disciplining
Skill Builder 9.3 Situational Management
Skill Builder 9.4 Developing a Habit
CHAPTER 10 . Employee and Labor Relations
Labor Relations: A Function of Trust and Communication
Job Satisfaction
Legal Issues in Labor Relations
Unions and Labor Rights
Management Rights and Decertification Elections
Managing Conflict
Negotiations
Trends and Issues in HRM
Chapter Summary
Review
Case 10.1 Willful Violation, or a Problem That Can Be Corrected?
Case 10.2 Conflict Resolution at Cool Brands Shoppe
Skill Builder 10.1 Conflict Resolution
Skill Builder 10.2 Negotiating
PART IV . COMPENSATING
CHAPTER 11 . Compensation Management
Compensation Management
Motivation and Compensation Planning
Compensation Strategy
Legal and Fairness Issues in Compensation
Pay Equity, Comparable Worth, and Other Legal Issues
Job Evaluation
Developing a Pay System
Pay Structure
Trends and Issues in HRM
Chapter Summary
Review
Case 11.1 Discounting Everything but Compensation at Costco
Case 11.2 Unilever: Leveling the Playing Field in the Battle for Equitable Pay
Skill Builder 11.1 Job Evaluation
Skill Builder 11.2 Product Market Competition Limits
CHAPTER 12 . Incentive Pay
Incentive Compensation
Individual or Group-Based Incentives?
Common Types of Individual Incentives
Common Types of Group Incentives
Challenges in Creating Incentive Pay Systems
Guidelines for Creating Motivational Incentive Systems
Executive Compensation
Trends and Issues in HRM
Chapter Summary
Review
Case 12.1 Best Buy or Best Scam? Trying to Get Commission Results on So-Called Noncommission Pay
Case 12.2 Buffer′s Transparent Compensation Packages
Skill Builder 12.1 Calculating Individual Incentives
Skill Builder 12.2 Developing a Compensation Plan With an Incentive
Skill Builder 12.3 Giving Praise
CHAPTER 13 . Employee Benefits
The Strategic Value of Benefits Programs
Old Age, Survivors, and Disability Insurance (OASDI)
Other Statutory Benefits
Voluntary Benefits
Administration and Communication of Benefits
Trends and Issues in HRM
Chapter Summary
Review
Case 13.1 It Is Not Just About the Bling Anymore: Benefits and Perks—The Competitive Edge in Employee Recruitment
Case 13.2 Culture the Joyful Way at Menlo Innovations
Skill Builder 13.1 Developing Flexible Employee Benefit Plans
Skill Builder 13.2 Selecting Flexible Employee Benefit Plans
PART V . PROTECTING AND EXPANDING ORGANIZATIONAL REACH
CHAPTER 14 . Workplace Safety, Health, and Security
Workplace Safety and OSHA
Employee Health
Stress
Workplace Security and Violence
Workplace Cybersecurity and Policies
Trends and Issues in HRM
Chapter Summary
Review
Case 14.1 Starbucks Handles the Coronavirus
Case 14.2 You Are Not Hurt? Good—You’re Fired!
Skill Builder 14.1 Developing a Stress Management Plan
Skill Builder 14.2 Safety, Health, and Security
CHAPTER 15 . Ethics, Diversity, Inclusion, and Social Responsibility
Ethical Organizations
Ethical Approaches
Creating and Maintaining Ethical Organizations
Just Because It’s Legal Doesn’t Mean It’s Ethical!
Diversity and Inclusion
Corporate Social Responsibility (CSR)
Levels of Corporate Social Responsibility
Sustainability
Trends and Issues in HRM
Chapter Summary
Review
Case 15.1 Chr. Hansen Holdings Is World’s Most Sustainable Company
Case 15.2 Intel’s Code of Conduct and Ethics
Skill Builder 15.1 Ethics and Whistle-Blowing
Skill Builder 15.2 Code of Ethics and Corporate Social Responsibility
CHAPTER 16 . Global Issues for Human Resource Managers
Globalization of Business and HRM
Legal, Ethical, and Cultural Issues
Global Staffing
Developing and Managing Global Human Resources
Compensating Your Global Workforce
Trends and Issues in HRM
Chapter Summary
Review
Case 16.1 Sand by Saya: The Challenges of a Small Business Going Global
Case 16.2 Going Global: Fire Chew Candy Company
Skill Builder 16.1 The Global HRM Environment
Skill Builder 16.2 Cultural Diversity Awareness
Skill Builder 16.3 The Most Important Things I Learned From This Course
Appendix:
SHRM 2018 Curriculum Guidebook and Template for Undergraduate and Graduate Programs
Glossary
References
Name Index
Company Index
Subject Index
Giới thiệu về tác giả
John R. Hendon is a seven-time entrepreneur and former director of operations for a $60 million company. He brought his experience and interests to the classroom full time in 1994 and has been a Management faculty member at the University of Arkansas at Little Rock for over 17 years. An active member of the Society for Human Resource Management, he teaches in the areas of Human Resources Management, Strategy, and Organizational Management, and researches in a number of areas in the Management field, specializing in Entrepreneurial research. John is also currently the President of “The VMP Group, ” an Arkansas-based business consulting firm. John’s company consults with a variety of businesses on human resources, family business, strategic planning, organizational design, and leadership. He has provided professional assistance in the start-up and operation of dozens of Arkansas and California-based businesses and non-profits, government agencies, and utilities. John holds an MBA degree from San Diego State University and a BS in Education from the University of Central Arkansas.
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