The #1 textbook on the market, MANAGING HUMAN RESOURCES covers all aspects of human resource management and its impact on both individuals and organizations. The text builds on a foundation of research and theory but also provides a practical framework focusing on critical issues and successful practices. Users and reviewers of the text praise its pleasant writing style, user-friendly design, and highly effective examples that provide meaningful insight into the world of HR. In fact, over 500 different organizations from a variety of settings are used as examples to illustrate key points and make the connection to HR practice. Important issues and critical trends are spotlighted in each chapter and reflected in the comprehensive and chapter ending cases included in the text. Managing Human Resources' balance of theory and practice, hands-on activities, applications, and examples helps students develop the competencies to understand and help their organizations create a sustainable competitive advantage through people.

In this enduring text for undergraduates and students in professional training, Bohlander (management, Arizona State U.) and Snell (executive education, Cornell U.) introduce principles in human resource management in 16 chapters. The six major themes addressed are: understanding the challenge of HR management, meeting HR requirements, developing effectiveness by expanding the talent pool and through training and development, implementing compensation and security, enhancing employee-management relations, and expanding HR management horizons (including internationally). Supplementary materials include case studies, review questions, and problem-solving challenges. Discussions of relevant legal guidelines and court decisions have been updated for this edition.
Annotation ©2007 Book News, Inc., Portland, OR (booknews.com)

In this enduring text for undergraduates and students in professional training, Bohlander (management, Arizona State U.) and Snell (executive education, Cornell U.) introduce principles in human resource management in 16 chapters. The six major themes addressed are: understanding the challenge of HR management, meeting HR requirements, developing effectiveness by expanding the talent pool and through training and development, implementing compensation and security, enhancing employee-management relations, and expanding HR management horizons (including internationally). Supplementary materials include case studies, review questions, and problem-solving challenges. Discussions of relevant legal guidelines and court decisions have been updated for this edition. Annotation ©2007 Book News, Inc., Portland, OR (booknews.com)

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George Bohlander is Professor of Management at Arizona State University. He has received six outstanding teaching awards at ASU, where he teaches human resources and labor relations classes. Among these six awards were the Outstanding Undergraduate Teaching Excellence Award presented by the College of Business and the ASW Parents Association Teaching Award given annually by the university.

Dr. Bohlander has published over 50 articles and monographs in professional and practitioner journals such as National Productivity Review, HR Magazine, Employee Relations Law Journal, The Journal of Collective Bargaining in the Public Sector, Labor Law Journal, and others. He is also a consultant to public and private organizations and an active labor arbitrator.

He received his MBA from the University of Southern California and his Ph.D from the University of California at Los Angeles.Scott A. Snell is Professor of Human Resource Studies and Director of Executive Education in the School of Industrial and Labor Relations at Cornell University. He received a BA in Psychology from Miami University, as well as MBA and Ph.D. degrees in Business Administration from Michigan State University. Prior to joining the faculty at Cornell, Dr. Snell was on the faculty of business at Penn State University. During his career, he has taught courses in human resource management and strategic management to undergraduates, graduates and executives.

Professor Snell has worked with companies such as AT&T, GE, IBM, Merck and Shell to address the alignment of human resource systems with strategic initiatives such as globalization, technological change, and knowledge management. A frequent international speaker, his research and teaching interests focus on the development and deployment of intellectual capital as a foundation of an organization's core competencies. He has over fifty publications in edited journals and texts and is the author of two books, Managing Human Resources and Management: Competing in the New Era. In addition, Dr. Snell is the Associate Editor of Human Resource Management Journal and has served on the editorial boards of Journal of Managerial Issues, Digest of Management Research, Human Resource Management Review.

PART ONE HUMAN RESOURCES MANAGEMENT IN PERSPECTIVE. 1. The Challenge of Human Resources Management. 2. Strategy and Human Resource Planning. PART TWO MEETING HUMAN RESOURCES REQUIREMENTS. 3. Equal Employment Opportunity and Human Resources Management. 4. Job Analysis, Employee Involvement and Flexible Work Schedules. PART THREE DEVELOPING EFFECTIVENESS IN HUMAN RESOURCES. 5. Expanding the Talent Pool: Recruitment and Careers. 6. Employee Selection. 7. Training and Development. 8. Appraising and Improving Performance. PART FOUR IMPLEMENTING COMPENSATION AND SECURITY. 9. Managing Compensation. 10. Pay-for-Performance: Incentive Rewards. 11. Employee Benefits. 12. Safety and Health. PART FIVE ENHANCING EMPLOYEE-MANAGEMENT RELATIONS. 13. Employee Rights and Discipline. 14. The Dynamics of Labor Relations. PART SIX EXPANDING HUMAN RESOURCES MANAGEMENT HORIZONS. 15. International Human Resources Management. 16. Creating High-Performance Work Systems. CASES. GLOSSARY. NAME INDEX. ORGANIZATION INDEX. SUBJECT INDEX. PHOTO CREDITS.