9780131440920

What's Inside . . . A Framework for Human Resource Management, Third Edition, provides students and practicing managers with a brief and lucid 10-chapter review of the central HR management concepts and techniques in a highly readable and understandable form. New "strategy openers" illustrate how each chapter's material relates to a company's strategic plan, and a new "HR framework" in each chapter summarizes the role of that chapter's material in the human resource management process. New and additional end-of-chapter cases provide additional opportunities for classroom analysis and discussions of HR management concepts and techniques. A new global HR management appendix provides an intense review of managing HR in a global enterprise.

Preface

xi

CHAPTER 1 Managing Human Resources Today

1

(25)

What Is Human Resource Management?

2

(3)

The Changing Environment and Duties of HR Management

5

(4)

HR's Strategic Challenges

9

(6)

HR and Technology

15

(1)

The Plan of This Book

15

(11)

Case Incident: Jack Nelson's Problem

20

(1)

Continuing Case: LearnInMotion.com: Introduction

20

(6)

CHAPTER 2 Managing Equal Opportunity and Diversity

26

(39)

Selected Equal Employment Opportunity Laws

27

(14)

Defenses Against Discrimination Allegations

41

(3)

Illustrative Discriminatory Employment Practices

44

(2)

The EEOC Enforcement Process

46

(4)

Diversity Management and Affirmative Action Programs

50

(15)

Case Incident: A Case of Racial Discrimination?

56

(1)

Continuing Case: LearnInMotion.com: A Question of Racial Discrimination

57

(1)

Experiential Exercise: Too Informal?

58

(7)

SECTION 1 RECRUITMENT AND SELECTION

CHAPTER 3 Personnel Planning and Recruitment

65

(51)

What Is Job Analysis?

66

(7)

The Recruitment and Selection Process

73

(1)

Workforce Planning and Forecasting

74

(4)

Recruiting Job Candidates

78

(16)

Developing and Using Application Forms

94

(22)

Case Incident: A Tight Labor Market for Cleaners

99

(1)

Continuing Case: LearnInMotion.com: Who Do We Have to Hire?

100

(1)

Experiential Exercise

101

(5)

Appendix: Enrichment Topics in Job Analysis

106

(10)

CHAPTER 4 Testing and Selecting Employees

116

(41)

The Basics of Testing and Selecting Employees

117

(4)

Using Tests at Work

121

(6)

Interviewing Prospective Employees

127

(12)

Using Other Selection Techniques

139

(18)

Case Incident: The Tough Screener

149

(1)

Continuing Case: LearnInMotion.com: Do You Have Sales Potential?

149

(2)

Experiential Exercise

151

(6)

SECTION 2 TRAINING, DEVELOPMENT, AND COMPENSATION

CHAPTER 5 Training and Developing Employees

157

(34)

Orienting Employees

158

(1)

The Training Process

159

(4)

Training Techniques

163

(7)

Managerial Development and Training

170

(9)

Evaluating the Training and Development Effort

179

(12)

Case Incident: Reinventing the Wheel at Apex Door Company

182

(1)

Continuing Case: LearnInMotion.com: The New Training Program

182

(2)

Experiential Exercise

184

(7)

CHAPTER 6 Performance Management and Appraisal

191

(31)

Basic Concepts in Performance Management

192

(4)

An Introduction to Appraising Performance

196

(2)

Basic Appraisal Methods

198

(7)

The Appraisal Feedback Interview

205

(1)

Toward More Effective Appraisals

206

(3)

Performance and Career Management

209

(13)

Case Incident: Back with a Vengeance

217

(1)

Continuing Case: LearnInMotion.com: The Performance Appraisal

217

(1)

Experiential Exercise

218

(4)

CHAPTER 7 Compensating Employees

222

(37)

What Determines How Much You Pay?

223

(3)

How Employers Establish Pay Rates

226

(5)

Current Trends in Compensation

231

(3)

Incentive Plans

234

(5)

Employee Benefits

239

(20)

Case Incident: Salary Inequities at Acme Manufacturing

250

(1)

Continuing Case: LearnInMotion.com: The Incentive Plan

251

(1)

Experiential Exercise

252

(7)

SECTION 3 MANAGING EMPLOYEE RELATIONS

CHAPTER 8 Managing Labor Relations and Collective Bargaining

259

(34)

The Labor Movement

260

(2)

Unions and the Law

262

(4)

The Union Drive and Election

266

(8)

The Collective Bargaining Process

274

(8)

What's Next for Unions?

282

(11)

Case Incident: Disciplinary Action

287

(1)

Continuing Case: LearnInMotion.com: Keeping a Watchful Eye Out for the Union

288

(1)

Experiential Exercise

288

(5)

CHAPTER 9 Ethics and Fair Treatment in Human Resource Management

293

(34)

Ethics and Fair Treatment at Work

294

(4)

What Shapes Ethical Behavior at Work?

298

(6)

Ethics, Fair Treatment, and the Role of HR Management

304

(4)

Employee Discipline and Privacy

308

(3)

Managing Dismissals

311

(16)

Case Incident: Allstate's Disappearing Agents

320

(1)

Continuing Case: LearnInMotion.com: Are Our Ethics Out of Control?

321

(1)

Experiential Exercise

321

(6)

CHAPTER 10 Protecting Safety and Health

327

(32)

Employee Safety and Health: An Introduction

328

(5)

What Causes Accidents?

333

(3)

How to Prevent Accidents

336

(4)

Employee Health: Problems and Remedies

340

(27)

Case Incident: The New Safety Program

351

(1)

Continuing Case: LearnInMotion.com: The New Safety and Health Program

352

(1)

Experiential Exercise

353

(6)

MODULE A Managing HR Globally

359

(23)

HR and the Internationalization of Business

359

(4)

Improving International Assignments Through Selection

363

(4)

Training and Maintaining International Employees

367

(15)

Case Incident: "Boss, I Think We Have a Problem"

377

(5)

Glossary

382

(7)

Index

389

What is included with this book?

The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.

A Framework for Human Resource Managementprovides students and practicing managers with a concise but thorough review of essential HR management concepts and techniques in a highly readable and understandable form. Adopters are using this book in many ways--as the textbook in introductory HR courses (as in intensive study abroad programs), in conjunction with exercises in applied HR courses, with complementary textbooks in courses blending several topics (such as HR and organization behavior), in specialized courses (such as "HR for high-tech companies"), and by practicing HR and line managers to update their HR-related skills. I am grateful to the professors, students, managers, and Prentice Hall sales associates who have helped make this a top-selling book, not only in English but also in several languages including Chinese. Given this gratifying acceptance, you will find this new edition similar in most respects to edition 2. All managers have personnel-related responsibilities, so I've again aimed this book at all students of management, not just those who are or will be HR managers. The basic theme--to provide a concise but thorough review of core HR concepts and techniques--is unchanged. The table of contents and topic coverage is about the same. However, in the interests of continuous improvement I have made several changes. The research and topics throughout all the chapters have, of course, been updated to reflect the latest findings and thinking in the HR field. In addition: Newstrategy openersillustrate how that chapter's material relates to the company's strategic plan, and a newHR frameworkin each chapter summarizes the role of that chapter's material in the human resource management process. A newly revised Chapter 9,Ethics and Fair Treatment in Human Resource Management,provides a comprehensive and practical explanation of how ethics and fair treatment underlie line and HR managers' HR-related decisions. A revised Chapter 6,Performance Management and Appraisal,emphasizes the role of performance appraisal within the company'sperformance managementefforts. New and additionalend-of-chapter casesprovide additional opportunities for classroom analysis and discussions of HR management concepts and techniques. A newManaging HR Globally Moduleprovides an intense review of managing HR in a global enterprise. No book like this ever reaches the light of day without the dedicated efforts of many people, andFrameworkis, of course, no exception. First, I want to acknowledge and thank the reviewers who took the time to make many very useful suggestions. The reviewers included Benjamin Bekhor, Pasadena City College; Rich Cober, Cleveland State University; Susan Gardner, California State University, Chico; Caren Goldberg, George Washington University; Kelly Anne Grace, Georgia Institute of Technology; MaryAnne Hyland, Adelphi University; Thomas Kanick, Broome Community College; Kathryn Lewis, California State University, Chico; Daniel O. Lybrook, Purdue University; Gwen Torkelson, Madison Area Technical College; Pamela R. Johnson, Ph.D., California State University, Chico; and Patrick McHugh, George Washington University. I am very grateful to them all. At Prentice Hall, I appreciate the efforts of all the professionals on the third edition team, including acquisitions editor Jennifer Simon, marketing manager Anka Braun, production editors Kelly Warsak and Brittney Corrigan-McElroy, and assistant editor Christine Genneken, and my debt continues to Natalie Anderson, who suggested I write what has become this very successful book. At home, I appreciate all my wife Claudia's support, and my son Derek's support, assistance, and practical suggestions.

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Framework for Human Resource Management

Framework for Human Resource Management

0131440926

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