Each chapter ends with a Summary, Key Terms, Review Questions, Opening Case Questions, Experiential Exercise, and a Comprehensive Case | |
An Overview of Human Resources Management | |
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 | |
Mission and Strategy | |
Human Resources Planning Job and Work Design Staffing | |
Training and Development Performance | |
Appraisal and Review Compensation and Reward Protection and Representation | |
Organization Improvement Who Manages Human Resources Structure of the Human Resources Department | |
Strategic Planning and Human Resources Relationship with Other Departments | |
International Perspectives: Big Mac's McGlobal HR Secrets Rising Prominence of Human Resources Executives | |
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 Hawthorne Studies | |
The Organization as a Social System | |
The Labor Movement | |
The Growth of Unions Violence in Labor Relations Government and Labor: 1914-1959 | |
The Development of Human Resources Management as a Profession | |
The Federal Civil Service Personnel Specialists in Industry | |
The Emergence of the Personnel Department Systems Theory, Sociotechnical Systems Design, the Behavioral Sciences, and Industrial-Organizational Psychology Professional Associations, College and University Curricula, and Publications International Perspecives: "We Blew It" Globalization of Management Practice | |
Change: The Global Resources Management Landscape | |
Opening Case:A Time for Change | |
The Changing Environment Globalization and Competition | |
Multinational Corporations (MNCs) | |
International Terrorism Technological Innovations, the Sharing of Technology, and Piracy Differential Industry and Occupational Growth | |
Downsizing, Outsourcing, and Mergers | |
International Perspectives: What to Do About U.S. Jobs Moving Offshore-Some Pros and Cons | |
The Changing Social Contract Contemporary Perspectives: Managing Change Changes in the Nature of Work | |
Job Design Work | |
Scheduling Contingent Employment | |
The Changing Workforce and Changing Expectations | |
Lifestyles | |
Women and Dual-Career Families Minorities | |
The Older Worker Education Participation Collective Action Due Process | |
The Environment The Quality of Work Life Adaptingto Foreign Cultures | |
Key Factors in Organizational Performance | |
Glacier Valley Bank | |
George's Style A Model of Organizational Performance | |
The External Environment | |
The Internal Environment Outcomes International Perspectives: Sales Force at Mary Kay China Embraces the American Way | |
The Role of Human Resources Management | |
The Financial and Technological Factors Financial Resources Technological and Physical Resources | |
Structure Management Philosophy and Leadership Style Management Philosophy | |
Leadership Style | |
Individual and Team | |
Motivation and Performance Need Theories | |
Motivation-Hygiene Theory | |
Reinforcement Theory | |
Equity Theory | |
The Motivation-Performance-Satisfaction Relationship | |
Team and Interteam Behavior and Performance Organizational Culture and Climate | |
Organizational Culture | |
Organizational Climate Ethical Perspectives: HR Professionals Believe Ethical Conduct Not Rewarded in Business What Type of Organization Are We Creating? And What Are the Consequences? Mechanistic a | |
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