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Framework for Human Resource Management,9780131440920
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Framework for Human Resource Management

by
Edition:
3rd
ISBN13:

9780131440920

ISBN10:
0131440926
Format:
Paperback
Pub. Date:
1/1/2004
Publisher(s):
Prentice Hall
List Price: $107.20
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Summary

What's Inside . . . A Framework for Human Resource Management, Third Edition, provides students and practicing managers with a brief and lucid 10-chapter review of the central HR management concepts and techniques in a highly readable and understandable form. New "strategy openers" illustrate how each chapter's material relates to a company's strategic plan, and a new "HR framework" in each chapter summarizes the role of that chapter's material in the human resource management process. New and additional end-of-chapter cases provide additional opportunities for classroom analysis and discussions of HR management concepts and techniques. A new global HR management appendix provides an intense review of managing HR in a global enterprise.

Table of Contents

Preface xi
CHAPTER 1 Managing Human Resources Today 1(25)
What Is Human Resource Management?
2(3)
The Changing Environment and Duties of HR Management
5(4)
HR's Strategic Challenges
9(6)
HR and Technology
15(1)
The Plan of This Book
15(11)
Case Incident: Jack Nelson's Problem
20(1)
Continuing Case: LearnInMotion.com: Introduction
20(6)
CHAPTER 2 Managing Equal Opportunity and Diversity 26(39)
Selected Equal Employment Opportunity Laws
27(14)
Defenses Against Discrimination Allegations
41(3)
Illustrative Discriminatory Employment Practices
44(2)
The EEOC Enforcement Process
46(4)
Diversity Management and Affirmative Action Programs
50(15)
Case Incident: A Case of Racial Discrimination?
56(1)
Continuing Case: LearnInMotion.com: A Question of Racial Discrimination
57(1)
Experiential Exercise: Too Informal?
58(7)
SECTION 1 RECRUITMENT AND SELECTION
CHAPTER 3 Personnel Planning and Recruitment
65(51)
What Is Job Analysis?
66(7)
The Recruitment and Selection Process
73(1)
Workforce Planning and Forecasting
74(4)
Recruiting Job Candidates
78(16)
Developing and Using Application Forms
94(22)
Case Incident: A Tight Labor Market for Cleaners
99(1)
Continuing Case: LearnInMotion.com: Who Do We Have to Hire?
100(1)
Experiential Exercise
101(5)
Appendix: Enrichment Topics in Job Analysis
106(10)
CHAPTER 4 Testing and Selecting Employees
116(41)
The Basics of Testing and Selecting Employees
117(4)
Using Tests at Work
121(6)
Interviewing Prospective Employees
127(12)
Using Other Selection Techniques
139(18)
Case Incident: The Tough Screener
149(1)
Continuing Case: LearnInMotion.com: Do You Have Sales Potential?
149(2)
Experiential Exercise
151(6)
SECTION 2 TRAINING, DEVELOPMENT, AND COMPENSATION
CHAPTER 5 Training and Developing Employees
157(34)
Orienting Employees
158(1)
The Training Process
159(4)
Training Techniques
163(7)
Managerial Development and Training
170(9)
Evaluating the Training and Development Effort
179(12)
Case Incident: Reinventing the Wheel at Apex Door Company
182(1)
Continuing Case: LearnInMotion.com: The New Training Program
182(2)
Experiential Exercise
184(7)
CHAPTER 6 Performance Management and Appraisal
191(31)
Basic Concepts in Performance Management
192(4)
An Introduction to Appraising Performance
196(2)
Basic Appraisal Methods
198(7)
The Appraisal Feedback Interview
205(1)
Toward More Effective Appraisals
206(3)
Performance and Career Management
209(13)
Case Incident: Back with a Vengeance
217(1)
Continuing Case: LearnInMotion.com: The Performance Appraisal
217(1)
Experiential Exercise
218(4)
CHAPTER 7 Compensating Employees
222(37)
What Determines How Much You Pay?
223(3)
How Employers Establish Pay Rates
226(5)
Current Trends in Compensation
231(3)
Incentive Plans
234(5)
Employee Benefits
239(20)
Case Incident: Salary Inequities at Acme Manufacturing
250(1)
Continuing Case: LearnInMotion.com: The Incentive Plan
251(1)
Experiential Exercise
252(7)
SECTION 3 MANAGING EMPLOYEE RELATIONS
CHAPTER 8 Managing Labor Relations and Collective Bargaining
259(34)
The Labor Movement
260(2)
Unions and the Law
262(4)
The Union Drive and Election
266(8)
The Collective Bargaining Process
274(8)
What's Next for Unions?
282(11)
Case Incident: Disciplinary Action
287(1)
Continuing Case: LearnInMotion.com: Keeping a Watchful Eye Out for the Union
288(1)
Experiential Exercise
288(5)
CHAPTER 9 Ethics and Fair Treatment in Human Resource Management
293(34)
Ethics and Fair Treatment at Work
294(4)
What Shapes Ethical Behavior at Work?
298(6)
Ethics, Fair Treatment, and the Role of HR Management
304(4)
Employee Discipline and Privacy
308(3)
Managing Dismissals
311(16)
Case Incident: Allstate's Disappearing Agents
320(1)
Continuing Case: LearnInMotion.com: Are Our Ethics Out of Control?
321(1)
Experiential Exercise
321(6)
CHAPTER 10 Protecting Safety and Health
327(32)
Employee Safety and Health: An Introduction
328(5)
What Causes Accidents?
333(3)
How to Prevent Accidents
336(4)
Employee Health: Problems and Remedies
340(27)
Case Incident: The New Safety Program
351(1)
Continuing Case: LearnInMotion.com: The New Safety and Health Program
352(1)
Experiential Exercise
353(6)
MODULE A Managing HR Globally 359(23)
HR and the Internationalization of Business
359(4)
Improving International Assignments Through Selection
363(4)
Training and Maintaining International Employees
367(15)
Case Incident: "Boss, I Think We Have a Problem"
377(5)
Glossary 382(7)
Index 389

Excerpts

A Framework for Human Resource Managementprovides students and practicing managers with a concise but thorough review of essential HR management concepts and techniques in a highly readable and understandable form. Adopters are using this book in many ways--as the textbook in introductory HR courses (as in intensive study abroad programs), in conjunction with exercises in applied HR courses, with complementary textbooks in courses blending several topics (such as HR and organization behavior), in specialized courses (such as "HR for high-tech companies"), and by practicing HR and line managers to update their HR-related skills. I am grateful to the professors, students, managers, and Prentice Hall sales associates who have helped make this a top-selling book, not only in English but also in several languages including Chinese. Given this gratifying acceptance, you will find this new edition similar in most respects to edition 2. All managers have personnel-related responsibilities, so I've again aimed this book at all students of management, not just those who are or will be HR managers. The basic theme--to provide a concise but thorough review of core HR concepts and techniques--is unchanged. The table of contents and topic coverage is about the same. However, in the interests of continuous improvement I have made several changes. The research and topics throughout all the chapters have, of course, been updated to reflect the latest findings and thinking in the HR field. In addition: Newstrategy openersillustrate how that chapter's material relates to the company's strategic plan, and a newHR frameworkin each chapter summarizes the role of that chapter's material in the human resource management process. A newly revised Chapter 9,Ethics and Fair Treatment in Human Resource Management,provides a comprehensive and practical explanation of how ethics and fair treatment underlie line and HR managers' HR-related decisions. A revised Chapter 6,Performance Management and Appraisal,emphasizes the role of performance appraisal within the company'sperformance managementefforts. New and additionalend-of-chapter casesprovide additional opportunities for classroom analysis and discussions of HR management concepts and techniques. A newManaging HR Globally Moduleprovides an intense review of managing HR in a global enterprise. No book like this ever reaches the light of day without the dedicated efforts of many people, andFrameworkis, of course, no exception. First, I want to acknowledge and thank the reviewers who took the time to make many very useful suggestions. The reviewers included Benjamin Bekhor, Pasadena City College; Rich Cober, Cleveland State University; Susan Gardner, California State University, Chico; Caren Goldberg, George Washington University; Kelly Anne Grace, Georgia Institute of Technology; MaryAnne Hyland, Adelphi University; Thomas Kanick, Broome Community College; Kathryn Lewis, California State University, Chico; Daniel O. Lybrook, Purdue University; Gwen Torkelson, Madison Area Technical College; Pamela R. Johnson, Ph.D., California State University, Chico; and Patrick McHugh, George Washington University. I am very grateful to them all. At Prentice Hall, I appreciate the efforts of all the professionals on the third edition team, including acquisitions editor Jennifer Simon, marketing manager Anka Braun, production editors Kelly Warsak and Brittney Corrigan-McElroy, and assistant editor Christine Genneken, and my debt continues to Natalie Anderson, who suggested I write what has become this very successful book. At home, I appreciate all my wife Claudia's support, and my son Derek's support, assistance, and practical suggestions.


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