Managing Human Resources

Front Cover
Cengage Learning, 2010 - Business & Economics - 821 pages
2 Reviews
This market-leading text is ideal for both the two-year and four-year college introductory Human Resource Management course, and is a useful choice in courses with non-majors as well as HR majors. This text may be used in either quarter or semester programs. This course is typically an elective for two-year schools and business majors at four-year programs.
  

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Review: Managing Human Resources (with InfoTrac 1-Semester Printed Access Card)

User Review  - Skjam! - Goodreads

Very poorly designed (at least in my college's edition) with no index. Read full review

Contents

PART PART PART
3
3
23
PART PART
30
5
35
The Global Management Consulting Firm Accenture Brings
43
Human Resource Management in Perspective 1 The Challenge of Human Resources Management 2
45
Strategy and Human Resources Planning
48
Internal Analysis
57
Incentive Rewards
452
Incentives for Professional Employees
465
Employee Stock Option Plans
478
BizFlix Exercises
483
Employee Benefits
488
Employee Benefits Programs
490
A Personalized Statement of Benefits Costs
496
Your Rights Another Federally Required Poster
504

Formulating Strategy
70
Summary
84
Planning
89
Costs Associated with the Turnover
95
Meeting Human Resources Requirements 3 Equal Employment Opportunity and Human Resources Management
98
Historical Perspective of EEO Legislation
101
vii
103
Other Equal Employment Opportunity Issues
116
Basic Components of an Effective Sexual
119
6
131
Affirmative Action
133
Job Analysis Employee Involvement and Flexible Work Schedules
148
Job Description for an Employment Assistant
159
Empowered Employees Achieve Results
165
Recruitment and Careers
186
Recruiting Talent Internally
200
Developing Talent over Time
205
Developing a Diverse Talent Pool
220
Summary
233
Campbell Interest and Skill Survey Individual
244
Key Term
250
Employee Selection
252
Sources of Information about Job Candidates
259
Sample ReferenceChecking Questions
265
Employment Tests
271
The Employment Interview
277
Appropriate and Inappropriate Interview
287
Key Terms
293
Notes and References
300
Training and Development
304
The Scope of Training
306
A Competency Assessment for a Managerial
312
Implementing the Training Program
320
Evaluating the Training Program
333
Summary
347
Appraising and Improving Performance
360
Appraisal
379
BARS and BOS Examples
385
Implementing Compensation and Security 9 Managing Compensation
410
Comparison of Compensation Strategies
421
Government Regulation of Compensation
435
Pay Decisions at Performance Sports
448
Creating a WorkLife Setting
514
Summary
518
Promoting Safety and Health
526
What Are My Responsibilities under
534
Job Safety and Health Protection Poster
541
Selected Items from Salt River Projects
554
Enhancing Employee Management Relations 13 Employee Rights and Discipline 368
568
Examples of EmploymentatWill
576
Disciplinary Policies and Procedures
587
Banner Health System Corrective Action
595
Managerial Ethics in Employee Relations
601
Learning about Employee Rights
606
The Dynamics of Labor Relations
612
United Food and Commercial Workers
623
Expanding Human Resources Management Horizons 15 International Human Resources Management
656
Global Laws and Pacts Prohibiting
669
Nonverbal Communications in Different
677
Compensation
683
The Labor Environment Worldwide
691
BizFlix Exercises
697
Notes and References
704
Creating HighPerformance Work Systems
708
Fundamental Principles
710
Diagnosing Internal Fit
722
Outcomes of HighPerformance Work Systems
731
Engaging Employees the Eileen Fisher Way
737
Cases
745
Job Analysis and Hiring Decisions at Ovania Chemical
752
IllFated Love at Centrex Electronics
757
Returning Ethics to Putnam
758
Realigning HR Practices at Egans Clothiers
763
A Performance Appraisal Snafu
765
The Last Straw for Aero Engine
769
I B M Take as Much Vacation Time as You Want To?
771
Newells Decision to Downsize An Ethical Dilemma
774
Someone Has to Go A Tough Layoff Decision
776
Glossary
778
Name Index
789
Organization Index
791
Glossary 778 Name Index 789 Organization Index 791 Subject Index
801
Copyright

Common terms and phrases

About the author (2010)

George Bohlander is Professor Emeritus of Management at Arizona State University (ASU). He received his M.B.A. from the University of Southern California and his Ph.D. from the University of California at Los Angeles. His areas of expertise include employment law, compensation work teams, public policy, and labour relations. He has received the Outstanding Undergraduate Teaching Excellence Award presented by the College of Business at ASU and the prestigious ASU Parents Association Professorship for his contributions to students and teaching. Dr. Bohlander is an active researcher and author. He has published over 50 articles and monographs in professional and practitioner journals such as National Productivity Review, HR Magazine, Labor Law Journal, and The Journal of Collective Bargaining in the Public Sector, among others. Dr. Bohlander continues to be a consultant to public and private organizations, including the U.S. Postal Service, BFGoodrich, McDonnell Douglas, Banner Health Services, and Del Webb. He is also an active labour arbitrator.

Scott A. Snell is professor of Business Administration at the Darden Graduate School of Business at the University of Virginia. During his career, Dr. Snell has taught courses in human resources management, principles of management, and strategic management to undergraduates, graduates, and executives. He is actively involved in executive education and serves as faculty director for Penn State's Strategic Leadership Program as well as faculty leader for programs in human resources, developing managerial effectiveness, and managing the global enterprise. In addition to his teaching duties, Dr. Snell serves as director of research for Penn State's Institute for the Study of Organizational Effectiveness. As an industry consultant, Professor Snell has worked with companies such as Arthur Andersen, AT&T, GE, IBM, and Shell Chemical to redesign human resources systems to cope with changes in the competitive environment. His specialization is the realignment of staffing, training, and reward systems to complement technology, quality, and other strategic initiatives. Recently, his work has centered on the development of human capital as a source of competitive advantage. Dr. Snell's research has been published in the Academy of Management Journal, Human Resource Management Review, Industrial Relations, Journal of Business Research, Journal of Management, Journal of Managerial Issues, Organizational Dynamics, Organizational Studies, Personnel Administrator, Strategic Management Journal, and Working Woman.

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