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Human Resource Management

by

Human Resource Management Cover

 

Synopses & Reviews

Publisher Comments:

KEY BENEFIT: This book seeks to help students understand the dynamic and exciting environment of human resources (HR) management and the complex decisions that all managers must make when managing employees.

KEY TOPICS: Managing Employees for Competitive Advantage; Organizational Demands and Environmental Influences; Legal Compliance; Job Design; Workforce Planning; Recruitment; Selection; Training and Development; Performance Management; Compensation; Incentives and Rewards; Employee Benefits, Health, and Wellness; Labor Unions and Employee Management; Creating High Performance Organizations

For business professionals looking to understand the dynamic and exciting environment of human resources (HR) management and the complex decisions that all managers must make when managing employees. The focus is on focuses managing employees rather than managing the HR function.

About the Author

David Lepak is Professor of Human Resource Management and Chairperson of the Human Resource Management department in the School of Management and Labor Relations at Rutgers University.  He received his PhD in management from the Pennsylvania State University.  He teaches and conducts research on a variety of human resource topics with an emphasis on strategic human resource management and has presented his research to domestic and international audiences.  He is associate editor of Academy of Management Review and has served on the editorial boards of Academy of Management Journal , Journal of Management, Human Resource Management, British Journal of Management, and Journal of Management Studies.  

 

Mary Gowan is Professor of Management and Dean of the Martha and Spencer Love School of Business at Elon University. She received her PhD in business administration from the University of Georgia.  In addition to her administrative responsibilities as a dean, she teaches and conducts research in human resource management with a focus on career management and international human resources.  She has published her research in academic and practitioner journals, is on the editorial review boards of the Journal of Management and Human Resource Management.  She is also a member of the SHRM Foundation Board, the Alamance Country Chamber of Commerce, and the Piedmont Triad Leadership Initiative.  Her consulting experience is with major corporations such as Lockheed-Martin and Harris Teeter Corporation as well as with government and nonprofit agencies.

Table of Contents

CHAPTER 1 MANAGING EMPLOYEES FOR COMPETITIVE ADVANTAGE

MANAGING EMPLOYEES  

What's In a Name?  

The Costs and Benefits of Managing HR

FRAMEWORK FOR THE STRATEGIC MANAGEMENT OF EMPLOYEES

PRIMARY HR ACTIVITIES

Work Design and Workforce Planning

Job Design

Workforce Planning

Managing Employee Competencies

Recruitment

Selection

Training

Managing Employee Attitudes and Behaviors

Performance Management

Compensation and Incentives

Employee Benefits, Health, and Wellness

HR Activities Alignment

HR CHALLENGES

Challenge 1 – Meeting Organizational Demands

Strategy

Company Characteristics

Organizational Culture

Employee Concerns

Challenge 2 –Environmental Influences

Labor Force Trends

Technology

Globalization

Ethics and Social Responsibility

Challenge 3 – Legal Compliance

THE PLAN FOR THIS BOOK

Part 1 – HR Challenges

Part 2 –Work Design and Workforce Planning

Part 3 – Managing Employee Competencies

Part 4 – Managing Employee Attitudes and Behaviors

Part 5 – Special Topics

Summary

Key Terms

Discussion Questions

Learning Exercise

Case Study – The New Job

 

PART ONE: HR CHALLENGES

CHAPTER 2 ORGANIZATIONAL DEMANDS AND ENVIRONMENTAL INFLUENCES

THE IMPORTANCE OF CONTEXT

MEETING ORGANIZATIONAL DEMANDS

Strategy

Low Cost Strategy and Managing Employees

Differentiation Strategy and Managing Employees

Company Characteristics

Company Size

Stage of Development

Organizational Culture

Employee Concerns

        Work / Life Balance

Justice

ENVIRONMENTAL INFLUENCES

Labor Force Trends

The Aging Workforce

Demographic Diversity

Technology

Globalization

International Strategies 

        Global Factors

    Implications of Global Factors on Managing Employees

Ethics and Social Responsibility

Summary

Key Terms

Discussion Questions

Learning Exercise

Case Study - Kay Johnson at Human Capital Consultants (HCC)

 

CHAPTER 3:  LEGAL COMPLIANCE

EQUAL EMPLOYMENT OPPORTUNITY AND OTHER WORKPLACE LAWS

INTRODUCTION TO EQUAL EMPLOYMENT OPPORTUNITY AND DISCRIMINATION

    Protected Classification

    Bona Fide Occupational Qualification and Business Necessity

    Discriminatory Practices

        Disparate Treatment

        Disparate Impact

    Harassment

    Retaliation

EQUAL EMPLOYMENT LEGISLATION

    Equal Pay Act of 1963

    Title VII of the Civil Rights Act of 1964

        Race and Color Discrimination

        Religious Discrimination

        Gender Discrimination

        National Origin Discrimination

    Civil Rights Act of 1991

    Age Discrimination in Employment Act of 1967

    Americans with Disabilities Act of 1990

    Pregnancy Discrimination Act of 1978

EEO RESPONSIBILITIES OF MULTINATIONAL EMPLOYERS

FILING PROCESS FOR DISCRIMINATION CHARGES

EXECUTIVE ORDERS AND AFFIRMATIVE ACTION

    Executive Order 11246

    Affirmative Action   

RELATED EMPLOYMENT LEGISLATION

    Immigration Reform and Control Act of 1986

    Family and Medical Leave Act of 1993

    Vietnam Era Veteran’s Readjustment Act of 1974

    Uniformed Services Employment and Reemployment Act of 1994

FAIR EMPLOYMENT PRACTICES

LEGAL COMPLIANCE AND COMPETITIVE ADVANTAGE

Summary

Key Terms

Discussion Questions

Learning Exercise

Case Study

PART TWO: WORK DESIGN AND WORKFORCE PLANNING

CHAPTER 4 JOB DESIGN

THE IMPORTANCE OF JOB DESIGN

JOB DESIGN

Efficiency Approaches to Job Design

Motivational Approach to Job Design

Changing Job Tasks

Increasing Responsibility and Participation

Employee Teams

Which Approach to Use? Balancing Efficiency and Motivational Approaches

JOB DESCRIPTIONS AND JOB SPECIFICATIONS

JOB ANALYSIS

Job Information

Observations and Diaries

Interviews

Questionnaires

Occupational Information Network (O*NET)

Job Analysis Techniques

JOB DESIGN IN PRACTICE: MEETING ORGANIZATIONAL DEMANDS

Strategy and Job Design

Structure of Jobs

Tasks, Duties, and Responsibilities Needed

Company Characteristics and Job Design

Formalization of Job Design

Breadth and Depth of Tasks

Culture and Job Design

Managerial choices of job design tactics

Employee acceptance of job design decisions

Employee Concerns and Job Design

Perception of Fairness of Job Duties

Need for Flexible Work Arrangements

JOB DESIGN IN PRACTICE: ENVIRONMENTAL INFLUENCES

Labor Force Trends and Job Design     

Skill availability to perform tasks

The aging labor force

Technology and Job Design

Telecommuting

Virtual Teams 

Globalization and Job Design

Need to Address Cross-Cultural Issues

Relevant Labor Market

Ethics and Job Design

Concerns about Types of Tasks Required

Attitudes Toward Physical Conditions of Job Design

JOB DESIGN IN PRACTICE: LEGAL COMPLIANCE

Importance of Identifying Essential and Non-Essential Job Duties

Attending to how job design may impact employee safety

Summary

Key Terms

Discussion Questions

Learning Exercise

Case Study

Appendix to Chapter 4 – Standardized and Customized Approaches to Job Analysis

STANDARDIZED APPROACHES TO JOB ANALYSIS

Functional Job Analysis (FJA)

Position Analysis Questionnaire (PAQ)

CUSTOMIZED APPROACHES TO JOB ANALYSIS

Critical Incidents 

Task Inventories

Job Element Approach

 

CHAPTER 5 WORKFORCE PLANNING

PURPOSE OF WORKFORCE PLANNING

FORECASTING LABOR SUPPLY AND LABOR DEMAND

Internal Considerations

Turnover

Promotions, Transfers, and Demotions)

Employee Productivity

Company Performance

Strategic Direction

External Considerations

Local Labor Market

Economic Conditions

Industry Trends

TACTICS TO BALANCE SUPPLY AND DEMAND

Labor Shortage Tactics

Employee Overtime

Contingent Labor

Employee Retention

Promotions, Transfers and Demotions

New Hires

Labor Surplus Tactics

Layoffs

Attrition and Hiring Freezes

Early Retirement

Promotions, Transfers and Demotions

WORKFORCE PLANNING IN PRACTICE: ORGANIZATIONAL DEMANDS

Strategy

Speed to deal with shortages and surpluses

Criticality of employee groups

Company Characteristics

Amount of labor slack

The relative impact of labor shortages or surpluses

Who performs workforce planning

Culture

Likelihood of using different tactics

Employee reactions to workforce planning tactics

Employee Concerns

Stress & Work/Life Balance

Perceptions of procedural and distributive justice

WORKFORCE PLANNING IN PRACTICE: ENVIRONMENTAL INFLUENCES

Labor Force Trends

Availability of internal/external workers

Which tactics to use

Technology

Whether or not employees are need

The Types of workers that are needed

The quality of workforce planning forecasts

Globalization

Where the workers are

Which workforce planning tactics to use

Ethics

Community Reactions to workforce planning tactics

Helping employees cope

WORKFORCE PLANNING IN PRACTICE: LEGAL COMPLIANCE

Requirements for mass layoffs and plant closings

Temporary employees

Summary

Discussion Questions

Learning Exercise

Case Study

 

PART THREE: MANAGING EMPLOYEE COMPETENCIES

CHAPTER 6 RECRUITMENT

PURPOSE OF RECRUITMENT

RECRUITMENT PROCESS

INTERNAL RECRUITMENT

    Internal Recruitment Methods

    Advantages and Disadvantages of Internal Recruitment

EXTERNAL RECRUITMENT

        Advertising

        Educational Institutions

         Employment Agencies and Employee Search Firms

    Professional Associations

    Temporary Employees

    Employee Referrals

    Sourcing Applicants

    Re-recruiting

    Advantages and Disadvantages of External Recruitment

MAXIMIZING RECRUITMENT EFFECTIVENESS

    Preparing the Recruitment Advertisements

    Developing a Recruitment Value Proposition

    Writing the Recruitment Message

    Recruiters

    Realistic Job Previews

    Recruitment Follow-Up

    Recruitment Effectiveness

RECRUITMENT IN PRACTICE:  ORGANIZATIONAL DEMANDS

    Strategy and Recruitment

        Content of Recruitment Message

        Choice of Recruitment Methods

    Company Characteristics and Recruitment

        Use of Internal vs. External Recruiting

        Who Manages Recruitment

    Culture and Recruitment

        Recruitment Value Proposition

        Balance of Internal vs. External Recruiting

    Employee Concerns and Recruitment

        Appraisal of Recruitment Message

        Perception of Fairness of Process

RECRUITMENT IN PRACTICE:  ENVIRONMENTAL INFLUENCES

    Labor Force and Recruitment

        Who is Targeted for Recruitment

        How Much Recruitment is Needed

    Technology and Recruitment

        How Recruitment is Managed

        Skills Recruited

    Globalization and Recruitment

        Recruiting Strategy

        How Recruiting is Done

    Ethics, Corporate Social Responsibility, and Recruitment

        Value Proposition Offered

        Target of Recruitment

RECRUITMENT AND THE LAW

    Content of Recruitment Message

    Recruiter Words and Actions

    Recordkeeping

Summary

Key Terms

Discussion Questions

Learning Exercise

Case Study

Appendix to Chapter 5:  Evaluating Recruiting Effectiveness

 

CHAPTER 7 SELECTION

SELECTION AND FIRM PERFORMANCE

    Selection Defined

    Selection and Firm Performance

PERSON-JOB FIT

STANDARDS FOR EFFECTIVE SELECTION

    Reliability

    Validity

    Bias

        Personal Characteristics

        Contrast Effect

        Halo/Devil’s Horns Effect

        Impression Management

SELECTION METHODS: INITIAL SCREENING   

    Applications and Résumés

    Screening Interview

    Reference Checks, Credit Reports, Background Checks, and Honesty Tests   

SELECTION METHODS:  FINAL SCREENING

    Employment Tests

        Ability Tests

        Achievement/Competency Tests

        Personality Inventories

        When to Use Employment Tests

    Interviews

        Unstructured Interviews

        Structured Interviews

        Interview Process and Outcomes

    Assessment Centers

    Biodata

    Drug and Alcohol Tests

    Medical Exams

MAKING THE FINAL DECISION

    Compensatory Approach

    Multiple Hurdle Approach

    Multiple Cutoff Approach

    Choice of Method

SELECTION IN PRACTICE:  ORGANIZATIONAL DEMANDS

    Strategy and Selection

        Core Competencies       

        Criteria for Person-Job Fit

        Methods of Selection

    Company Characteristics and Selection

        Degree of Structure

        Substance and Form of Process

    Culture and Selection

        Person-Organization Fit

        Promotion from Within Policy

        Who Participates in the Selection Process

    Employee Concerns and Selection

        Fair and Equal Treatment

        Impact of Job on Family Life

SELECTION IN PRACTICE:  ENVIRONMENTAL INFLUENCES

    Labor Market

        Types of Applicants Available

        Willingness of Applicants to Accept Jobs

    Technology and Selection

        Process of Selection

        Verification of Credentials

    Globalization and Selection

        Labor market at home

        Labor market abroad

    Ethics and Selection

        Concerns about Privacy

        Amount and Type of Information for Applicants

SELECTION IN PRACTICE:  THE LAW

    Procedures for Using Selection Measures

    Definition of Applicant

Summary

Key Terms

Discussion Questions

Learning Exercise

Case Study

Appendix to Chapter 7:  Reliability and Validity

 

CHAPTER 8 TRAINING AND DEVELOPMENT

PURPOSE OF TRAINING AND DEVELOPMENT

     Training and Development Defined

DESIGNING AN EFFECTIVE TRAINING PROCESS

 Part 1: Needs Assessment

 Organization Analysis

 Task Analysis

 Person Analysis

     Part 2: Design

         Instructional Objectives

         Lesson Planning

         Principles of Learning

             Learning Styles

             Learning Agility

             Self-efficacy

             Interest in training program

         Location

     Part 3: Implementation

         Training Methods

             On-the-job training

             Operations and procedures manuals

             Classroom

             E-learning

             Audiovisual

             Simulations

             Blended Learning

             Coaching and Mentoring

         Types of Training

             Compliance training

                 Legal compliance

                 Diversity training

             Knowledge training

             Skills training

             Behavioral training

             Employee orientation

             Onboarding

     Part 4: Evaluation

         Level 1: Reaction

         Level 2: Learning

         Level 3: Behavior

         Level 4: Results

 TRAINING AND DEVELOPMENT IN PRACTICE: ORGANIZATIONAL DEMANDS

     Strategy and Training

         Level of Investment

         Emphasis of Investment

     Company Characteristics and Training

         Where Training is Done

         Who Does the Training

         Type of Training

         How Training is Provided

     Culture and Training

         Focus of Training

         Employee Willingness to Participate

     Employee Concerns and Training

         Fairness and Equity

         Work/Life Balance

 TRAINING AND DEVELOPMENT IN PRACTICE: ENVIRONMENTAL INFLUENCES

     Labor Market

         Who needs training

         Type of training

     Technology

         Skills Inventories

         Method of Delivery

         Communication of Options

     Globalization and Training

         Where Training will be offered

         When Training will be offered

         How Training will be offered

         What Training will be offered

     Ethics and Training

         Obligation to Train

         Content of Training

         Use of Training to Change Behavior

 TRAINING, DEVELOPMENT, AND THE LAW

     Accessibility of Training and Employee Development Opportunities

     Type of Training Needed

Summary

Key Terms

Discussion Questions

Learning Exercise

Case Study

PART FOUR: MANAGING EMPLOYEE ATTITUDES AND BEHAVIORS

CHAPTER 9 - PERFORMANCE MANAGEMENT

PURPOSES OF PERFORMANCE MANAGEMENT

    Administrative

    Developmental

    Strategic Alignment

WHAT IS EVALUATED?

    Reliability

    Validity

    Specificity

PERFORMANCE EVALUATION APPROACHES

Individual Comparisons

Ranking

Bell-Curve / Forced Distribution

    Forced Choice

Absolute Approaches – Measuring traits and Behaviors

    Graphic Rating Scales

Mixed Standards

Critical Incidents   

Behavioral Observation Scale

    Behavioral-Anchored Rating Scales

Assessment Centers

Results Based

    Direct Measures

Management by Objectives / Goal Setting

SOURCES OF PERFORMANCE DATA

    360 Degree Performance Evaluation

    Self Evaluations

MINIMIZING RATER ERRORS

    Psychological Errors

Distributional Errors

PROVIDING PERFORMANCE FEEDBACK

Conducting the Performance Appraisal meeting

Improving Performance

    Employee Development Plans

    Coaching

PERFORMANCE MANAGEMENT IN PRACTICE: ORGANIZATIONAL DEMANDS

    Strategy

Criteria used for performance management

Extent of use of performance management

    Company Characteristics

Formalization of process

Nature of process (e.g., dynamic or static)

Culture

Focus on process or outcomes

How process is perceived

Employee Concerns

Procedural and distributive justice

Signals from process about work/life balance

Confidentiality of information

PERFORMANCE MANAGEMENT IN PRACTICE: ENVIRONMENTAL INFLUENCES

    Labor Force

Expectations of feedback

Format for feedback

Need for feedback

Technology

Process of appraisal

Availability and ease of monitoring employees

Globalization

Content of performance appraisal

Who manages process

Criteria for evaluation

Ethics/Social Responsibility   

Relationship between performance management and rewards

Nature of grievance process

PERFORMANCE MANAGEMENT IN PRACTICE: LEGAL COMPLIANCE

Need for eliminating bias in performance management

Quality of performance management

Summary

Key Terms

Discussion Questions

Learning Exercise

Case Study

 

CHAPTER 10 - COMPENSATION

EQUITY AND WAGE THEORY

REGULATION OF COMPENSATION

    Fair Labor Standards Act

            Minimum Wage

        Exempt versus Non-Exempt Status

        Child Labor Regulations

        Overtime

    Davis-Bacon Act

    Walsh-Healy Act

    FMLA

PAY STRUCTURES

Job Based Pay Structures

Internal Equity

    Job Evaluation Approaches

        Job Ranking

        Job Classification

        Point System

        Factor Comparison

External Equity – matching the market

    Identifying Key Jobs

    Collecting Market Survey Data

    Pricing Jobs

Establishing Pay Policy Line

    Pay Ranges

    Pay Grades

Administration

    Communication

    Evaluation

Skill Based Pay Structures

Competency Based Pay Structures

Broadbanding

Salary Compression

EXECUTIVE COMPENSATION

    Strategies

    Compensation Committees

COMPENSATION IN PRACTICE: ORGANIZATIONAL DEMANDS

Strategy

What is rewarded

Frequency of rewards

Nature of rewards

Company Characteristics

Ability to provide rewards

Levels of rewards provided

Form of rewards

Culture

Expectations about rewards

Attitudes toward rewards

Employee Concerns

Equity versus equality

Fairness of rewards

Appropriateness of rewards

COMPENSATION IN PRACTICE: ENVIRONMENTAL INFLUENCES

Labor Force

Levels of compensation expected

Types of compensation desired

Market wages

Technology

Pay structure

How pay is delivered

Globalization

Basis for compensation

Acceptableness of compensation

Ethics/Social Responsibility

Willingness to provide compensation

Focus of compensation

Attitudes toward living wage, comparable worth, etc.

COMPENSATION IN PRACTICE: LEGAL COMPLIANCE

Required compensation

Who must be compensated

Summary

Key Terms

Discussion Questions

Learning Exercise

Case Study

 

CHAPTER 11- INCENTIVES AND REWARDS

EXPECTANCY THEORY

TYPES OF INCENTIVE PLANS

Individual Incentives

Merit Raises

Piece Rate System

Standard Hour Plan

Bonuses

Sales Incentives

Group/Organizational Incentives

Team Incentives

Profit Sharing Plans

Gainsharing Plans

Employee Ownership Plans

Executive Incentives

Advantages and Disadvantages of different incentive plans

INCENTIVES AND REWARDS IN PRACTICE: ORGANIZATIONAL DEMANDS

Strategy

Percent of variable pay vs. fixed pay

What is incentivized and rewarded

Value placed on incentives & rewards

Level for rewards (individual, team, etc.)

Company Characteristics

Ability to provide incentives

Acceptableness of incentives

Role of incentives in total rewards plan

Culture

What incentives signal

Expectations about incentives

Employee Concerns

Fairness

What is being signaled

INCENTIVES AND REWARDS IN PRACTICE: ENVIRONMENTAL INFLUENCES

Labor Force

Desirability of types of rewards

Whether more or less pay is acceptable

Technology

Tracking of performance

Employee access to rewards information and policies

Globalization

Form of incentive

Acceptability of incentives

Ethics/Social Responsibility

Attitudes toward system design

Concern over wage gaps

INCENTIVES AND REWARDS IN PRACTICE: LEGAL COMPLIANCE

How incentives are taxed

Non-discrimination practices

Summary

Key Terms

Discussion Questions

Learning Exercise

Case Study

CHAPTER 12:  EMPLOYEE BENEFITS, HEALTH AND WELLNESS

ROLE OF BENEFITS

MANDATORY BENEFITS

    Social Security

    Unemployment Insurance

    Workers Compensation Insurance

    Consolidated Omnibus Budget Reconciliation Act (COBRA)

    Family Medical Leave Act

    Older Workers' Benefit Protection Act

VOLUNTARY BENEFITS

    Health Care

        Insurance

        Wellness programs

            Prevention

            Health Promotion

            Employee Assistance

            Disease/Case Management

    Life Insurance

    Unemployment Insurance

    Retirement

    Paid Time Off

Flex Benefits Programs

    Flex Accounts

    Cafeteria Plans

EMPLOYEE BENEFITS, HEALTH AND WELLNESS IN PRACTICE: ORGANIZATIONAL DEMANDS

Strategy

Role of benefits in total rewards package

Funds available for benefits

Company Characteristics

Standardization of benefits

Types of benefits offered

Culture

        Who gets nonmandated benefits

Employee Concerns

Desirability of benefits

Whether needs for benefits are met

EMPLOYEE BENEFITS, HEALTH AND WELLNESS IN PRACTICE: ENVIRONMENTAL INFLUENCES

Labor Force

What benefits are needed to attract workers

What benefits need to be offered

Technology

How benefits information is delivered

Employee access to their benefit information

Globalization

Types of benefits offered

Policies about benefits equalization

Ethics/Social Responsibility

        Focus of benefits on issues such as stress reduction

EMPLOYEE BENEFITS, HEALTH AND WELLNESS IN PRACTICE: LEGAL COMPLIANCE

Which benefits must be offered

How changes in benefits have to be handled (e.g., early retirement)

Information companies can collect on employees

Summary

Key Terms

Discussion Questions

Learning Exercise

Case Study

 

PART FIVE: SPECIAL TOPICS

CHAPTER 13 - LABOR UNIONS AND EMPLOYEE MANAGEMENT

WHY DO WORKERS ORGANIZE?

TYPES OF UNIONS

National and International Unions

Types of Unions

    Local Unions

    Closed Shop

    Open Shop

    Union Shop

    Agency Shop

GOVERNMENT REGULATION OF LABOR UNIONS

The Norris-LaGuardia Act of 1932

The Wagner Act of 1935

    The National Labor Relations Board

Unfair Employer Labor Practices

    The Taft-Hartley Act of 1947

        Unfair Union Labor Practices

The Landrum-Griffin Act of 1959

    Rights of Union Members

UNION ORGANIZING CAMPAIGNS

COLLECTIVE BARGAINING

Good faith bargaining

Bargaining power

Bargaining Topics

Impasses

Impasse Resolution

GRIEVANCE PROCEDURES AND DISPUTE RESOLUTIONS

Summary

Key Terms

Discussion Questions

Learning Exercise

Case Study

 

CHAPTER 14 – CREATING HIGH PERFORMANCE ORGANIZATIONS

ALIGNMENT AMONG HR ACTIVITIES

    HR systems versus HR practices   

    Types of HR systems

        Commitment

        Control

        Quality

ALIGNMENT OF HR ACTIVITIES WITH HR CHALLENGES

    Strategies and HR systems

    Creating the culture with HR activities

Aligning HR systems with Employee Contributions

Core knowledge employees

Job-based employees

Contingent workers

External Partners and Consultants

MEASURING HR SYSTEM EFFECTIVENESS

    Balanced Scorecard

Summary

Key Terms

Discussion Questions

Learning Exercise

Case Study

APPENDICES

Appendix A:    Integrative Cases

Appendix B:    Careers in Human Resource Management

Appendix C:    Planning Your Career

Appendix D:    Resources for Research on Employee Management Issues

Glossary

 

Product Details

ISBN:
9780131525320
Author:
Lepak, David
Publisher:
Academic Internet Publishers
Author:
Gowan, Mary
Author:
Cram101 Textbook Reviews
Subject:
Human Resources & Personnel Management
Subject:
Personnel management
Subject:
Supervision of employees
Subject:
Business management
Subject:
Education-General
Copyright:
Publication Date:
December 2008
Binding:
HARDCOVER
Grade Level:
College/higher education:
Language:
English
Illustrations:
Y
Pages:
512
Dimensions:
10.9 x 8.6 x 1 in 1293 gr

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