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Ideal for management majors who plan to become HRM professionals, this highly accessible text presents a conceptual model of the field, placing HRM in the overall context of business management. Students gain a broad, practical understanding of how HRM policies affect the workplace--from productivity, quality, and customer service to employee morale. French addresses timely issues changing the current role of HRM, including international topics, technology and the Internet, social responsibility, and performance appraisal. Several pedagogical features reinforce the author's conceptual approach to human resources management. Chapter-endingExperiential Exercisespromote group discussion and role playing through real-world challenges such as discrimination laws, safe/healthy work environments, and negotiation skills.Comprehensive Cases--taken from respected publications such asThe New York TimesandThe Wall Street Journal--explore contemporary issues in HRM like the new face of organized labor and the implications of an aging workforce. New!Ethical Perspectivesboxes expand on the ethical standards maintained by human resource managers today. Topics covered in this new feature include employee healthcare, executive incentives, and outsourcing. A Conceptual Model presents human resource management in the context of the overall management process. Students see the connections between HRM policies and organizational outcomes such as customer service, productivity, quality, and employee morale. Cartoons with content-based captions help students to interpret the concepts and real-world issues facing HRM managers. International Perspectiveboxes present current, timely issues: the pros and cons of outsourcing, U.S.-educated immigrants returning home to work, and employee involvement in foreign countries.Contemporary Perspectivesexplore HRM topics from managing change and hiring accountability to connecting pay to performance.
Table of Contents
|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|
|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|
|Individual and Team|
|Motivation and Performance Need Theories|
|The Motivation-Performance-Satisfaction Relationship|
|Team and Interteam Behavior and Performance Organizational Culture and Climate|
|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|
|Table of Contents provided by Publisher. All Rights Reserved.|