Synopses & Reviews
The best-seller 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, taking a practical approach 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. In fact, over 500 different organizations from a variety of settings are used as examples to illustrate key points. The Highlights in HRM examples provide exact illustrations of organizational practices and policies. 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 will helps students develop the competencies to understand and help their organizations create a sustainable competitive advantage through people.
Review
The strategic nature of HRM is presented with a functional approach. The textbook is easy to read, is illustrated well, and is appealing to students. The ancillary package meets my expectations.
Review
I asked several HR Master students to review 4 or so texts and yours was unanimously selected. Congratulations! I especially like the web links and the special charts of hot topics.
Review
The material is covered at an appropriate level for undergraduates. The material is presented in a more interesting fashion (for undergraduates) than is the case in other texts. The topics are covered at about the right level of breadth vs. depth -- and all the major areas I focus on are covered.
About the Author
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.
Table of Contents
PART ONE HUMAN RESOURCES MANAGEMENT IN PERSPECTIVE 1. The Challenge of Human Resources Management 2. Equal Employment Opportunity and Human Resources Management PART TWO MEETING HUMAN RESOURCES REQUIREMENTS 3. Job Analysis, Employee Involvement and Flexible Work Schedules 4. Human Resources Planning and Recruitment 5. Selection PART THREE DEVELOPING EFFECTIVENESS IN HUMAN RESOURCES 6. Training 7. Career 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