Human Resources Management

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  • Edition: 6th
  • Format: Hardcover
  • Copyright: 2007-11-01
  • Publisher: Cengage Learning
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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
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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