Preface | |
Leading Human Resources, Equal Opportunity, Diversity, and Planning | |
Leading Human Resources | |
The Practice of Leading Human Resources | |
The Importance of Leading Human Resources | |
The Human Resources Department | |
Leadership | |
The Challenge of Leading Human Resources | |
Leaders, Supervisors, and Associates | |
Characteristics of Leaders | |
The Nature of Leadership | |
Leadership Styles | |
The Old-Style Boss | |
Theory X and Theory Y | |
Situational Leadership | |
Transactional Leadership | |
Transformational Leadership | |
Practices of Leaders | |
Empowerment | |
Developing Your Own Style | |
Ethics | |
The Leader as Mentor | |
Equal Opportunity Laws and Diversity | |
Equal Opportunity | |
EEO and Diversity | |
Inclusion | |
Equal Employment Opportunity Laws | |
EEO La*ws and the Hiring Process | |
Equal Opportunity in the Workplace: What Leaders Need To Know | |
Q & A: Race, Ethnicity, Color"What Practices Are Discriminatory" | |
Interviewing | |
Diversity | |
Why Does Cultural Diversity Matter? | |
Developing Cross-Cultural Interaction | |
How to Increase Personal Awareness | |
Learning About Other Cultures | |
How to Recognize and Practice Cross-Cultural Interaction | |
The Value of Cultural Diversity | |
Leading Cultural Diversity in the Workplace | |
Establishing a Diversity and Inclusion Program | |
Leading Diversity Issues Positively | |
General Guidelines | |
Gender Issues | |
Cultural Issues | |
Religious Issues | |
Age Issues | |
Physically and or Mentally Challenged Issues | |
Human Resources Planning, Job Analysis, Job Description, and Organizing | |
The Nature of Human Resource Planning | |
Levels of Planning | |
The Planning Process | |
Goals and Goal Setting | |
SWOT Analysis | |
Forecasting | |
The Risk Factor | |
Qualities of a Good Plan | |
Types of Plans and Planning | |
Standing Plans | |
Single-Use Plans | |
Day-by-Day Planning | |
Schedules | |
Planning for Change | |
How Associates Respond to Change | |
How to Deal with Resistance | |
Example of Planning for Change | |
Planning Your Own Time | |
Job Descriptions | |
Job Analysis | |
The Uses of Job Analysis | |
Job Description | |
Other Parts of the Job Description | |
Organizing for Success | |
Sourcing, Compensation, and Benefits | |
Sourcing: Recruitment, Selection, and Orientation | |
The Labor Market | |
Jobs To Be Filled | |
Days and Hours of Work | |
Sources of Employees | |
Characteristics of Your Labor Area | |
Determining Labor Needs | |
Defining Job Qualifications | |
Forecasting Staffing Needs | |
Training Versus Buying Skills | |
Recruiting | |
General Recruiting Principles | |
On-Line Applicants and Selection Tests | |
Internal Recruiting | |
External Recruiting | |
Evaluating Your Recruiting | |
Selecting the Right Person | |
Application Form | |
The Interview | |
Testing | |
Reference Check | |
Making the Choice | |
Making the Offer | |
Negligent Hiring | |
Orientation | |
Creating a Positive Response | |
Communicating the Necessary Information | |
Compensation and Benefits | |
Compensation Programs | |
Compensation Philosophy | |
Compensation Leadership | |
Compensation Goals and Strategies | |
Labor Market Conditions | |
Legislation and Legal Issues of Compensation | |
Developing a Compensation Plan | |
Establishing Pay Rates | |
Establish Pay Grades | |
Pay for Performance | |
Incentives | |
Profit-Sharing Plans | |
Cost of Living Adjustments | |
Tipping and Service Charges | |
Employee Benefit Programs | |
Employee Benefits Required by Law | |
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