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Human Resource Management, 3rd Edition

Book Description

Human Resource Management: Linking Strategy to Practice 3e is designed to help students understand traditional human resource concepts within a decision-making framework. This strategic framework helps students not only develop a set of human resource tools, but also determine which tools are appropriate to use for different situations. Written in a clear and friendly style, the text emphasizes how organizations excel when they have consistent human resource practices that align with their strategic direction. Ideal for business students, Human Resource Management prepares students to think about how human resource decisions and strategic organization planning work together for maximum success.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Dedication
  4. Copyright
  5. About the Authors
  6. Preface
    1. WHY LINK HUMAN RESOURCE PRACTICE TO STRATEGY?
    2. WHAT IS NEW IN THIS EDITION?
    3. HOW CAN STUDENTS BENEFIT FROM A STRATEGIC PERSPECTIVE?
    4. HOW IS THIS BOOK ORGANIZED?
  7. Key Features
    1. A MANAGER'S PERSPECTIVE AND A MANAGER'S PERSPECTIVE REVISITED
    2. BUILDING STRENGTH THROUGH HR
    3. HOW DO WE KNOW?
    4. TECHNOLOGY IN HR
    5. RECALL FEATURES
    6. END-OF-CHAPTER APPLICATION EXERCISES
  8. Supplements
  9. Acknowledgments
  10. Brief Contents
  11. Contents
  12. Part 1: Seeing People as a Strategic Resource
    1. Chapter 1: Creating Value Through Human Resources
      1. A MANAGER'S PERSPECTIVE
      2. How Can Human Resource Management Make an Organization Effective?
      3. How Is Organizational Success Determined?
      4. What Does Human Resource Management Provide to an Organization?
      5. What Do Human Resource Specialists Do?
      6. How Will Current Trends Affect Human Resource Management?
      7. How Do Strategic and Functional Perspectives Combine to Direct Human Resource Practices?
      8. A MANAGER'S PERSPECTIVE REVISITED
    2. Chapter 2: Making Human Resource Management Strategic
      1. A MANAGER'S PERSPECTIVE
      2. How Can a Strategic Approach to Human Resources Improve an Organization?
      3. How Is Strategy Formulated?
      4. What Are Common Competitive Business Strategies?
      5. What Are Basic Approaches to Human Resource Strategy?
      6. What Are Common Human Resource Strategies?
      7. How Do Human Resource Strategies Align with Competitive Business Strategies?
      8. A MANAGER'S PERSPECTIVE REVISITED
    3. Chapter 3: Ensuring Equal Employment Opportunity and Safety
      1. A MANAGER'S PERSPECTIVE
      2. Why Is It Important to Understand Legal and Safety Issues?
      3. What Is the Main Law Relating to Discrimination and Employment?
      4. What Are Other Important Employment Laws?
      5. How Can Organizations Increase Diversity?
      6. What Are the Major Laws Relating to Occupational Safety?
      7. What Specific Practices Increase Fairness and Safety?
      8. A MANAGER'S PERSPECTIVE REVISITED
  13. Part 2: Securing Effective Employees
    1. Chapter 4: Designing Productive and Satisfying Work
      1. A MANAGER'S PERSPECTIVE
      2. How Can Strategic Design of Work Tasks Improve an Organization?
      3. How Is Work Design Strategic?
      4. How Are Employee Jobs Determined?
      5. How Do We Determine the Tasks Associated with Each Job?
      6. How Can Work Be Designed to Improve Family Life?
      7. A MANAGER'S PERSPECTIVE REVISITED
    2. Chapter 5: Recruiting Talented Employees
      1. A MANAGER'S PERSPECTIVE
      2. How Can Strategic Recruiting Make an Organization Effective?
      3. How Is Employee Recruiting Strategic?
      4. How Does Human Resource Planning Facilitate Recruiting?
      5. Who Searches for Jobs?
      6. What Characteristics Make an Organization Attractive?
      7. What Are Common Recruiting Sources?
      8. How Is Recruiting Effectiveness Determined?
      9. A MANAGER'S PERSPECTIVE REVISITED
    3. Chapter 6: Selecting Employees Who Fit
      1. A MANAGER'S PERSPECTIVE
      2. How Can Strategic Employee Selection Improve an Organization?
      3. How Is Employee Selection Strategic?
      4. What Makes a Selection Method Good?
      5. What Selection Methods Are Commonly Used?
      6. How Are Final Selection Decisions Made?
      7. A MANAGER'S PERSPECTIVE REVISITED
    4. Chapter 7: Managing Employee Retention and Separation
      1. A MANAGER'S PERSPECTIVE
      2. How Can Strategic Employee Retention and Separation Make an Organization Effective?
      3. How Are Employee Retention and Separation Strategic?
      4. How Can Undesirable Employee Turnover Be Reduced?
      5. How Do Layoffs Affect Individuals and Organizations?
      6. What Are Common Steps in Disciplining Employees?
      7. How Should Employee Dismissals Be Carried Out?
      8. A MANAGER'S PERSPECTIVE REVISITED
  14. Part 3: Improving Employee Performance
    1. Chapter 8: Measuring Performance and Providing Feedback
      1. A MANAGER'S PERSPECTIVE
      2. How Can Performance Management Make an Organization Effective?
      3. How Is Performance Management Strategic?
      4. What Is Performance?
      5. How Is Performance Measured?
      6. Who Should Measure Performance?
      7. How Should Feedback Be Provided?
      8. A MANAGER'S PERSPECTIVE REVISITED
    2. Chapter 9: Training for Improved Performance
      1. A MANAGER'S PERSPECTIVE
      2. How Can Strategic Employee Training Improve an Organization?
      3. How Is Employee Training Strategic?
      4. What Are Key Principles for Getting Benefits from Training?
      5. How Are Training Needs Determined?
      6. How Is Effective Training Designed and Delivered?
      7. How Do Organizations Determine Whether Training Is Effective?
      8. A MANAGER'S PERSPECTIVE REVISITED
    3. Chapter 10: Developing Employees and Their Careers
      1. A MANAGER'S PERSPECTIVE
      2. How Can Strategic Employee Development Make an Organization Effective?
      3. How Is Employee Development Strategic?
      4. What Are Careers Like Today?
      5. How Can Organizations Help Employees Develop?
      6. How Do Organizations Integrate Development Efforts?
      7. What Are Some Important Career Development Challenges?
      8. A MANAGER'S PERSPECTIVE REVISITED
  15. Part 4: Motivating and Managing Employees
    1. Chapter 11: Motivating Employees Through Compensation
      1. A MANAGER'S PERSPECTIVE
      2. How Can Strategic Employee Compensation Make an Organization Effective?
      3. How Is Employee Compensation Strategic?
      4. How Does Compensation Motivate People?
      5. How Is Compensation Level Determined?
      6. How Is Compensation Structure Determined?
      7. How Do Government Regulations Influence Compensation?
      8. A MANAGER'S PERSPECTIVE REVISITED
    2. Chapter 12: Designing Compensation and Benefit Packages
      1. A MANAGER'S PERSPECTIVE
      2. How Can a Strategic Compensation Package Make an Organization Effective?
      3. How Do Compensation Packages Align with Strategy?
      4. What Are Common Approaches to Base Pay?
      5. What Are Common Employee Benefit Plans?
      6. What Are Common Individual Incentives?
      7. What Are Common Group and Organizational Incentives?
      8. How Do Strategic Decisions Influence a Compensation Package?
      9. A MANAGER'S PERSPECTIVE REVISITED
    3. Chapter 13: Working Effectively with Labor
      1. A MANAGER'S PERSPECTIVE
      2. How Can Good Labor Relations Make an Organization Effective?
      3. How Are Labor Relations Strategic?
      4. How Has Organized Labor Evolved over Time?
      5. How Do Workers Become Part of a Union?
      6. What Happens During Labor Negotiations and Collective Bargaining?
      7. What Is the Grievance Process?
      8. A MANAGER'S PERSPECTIVE REVISITED
    4. Chapter 14: Aligning Strategy with Practice
      1. A MANAGER'S PERSPECTIVE
      2. How Can Alignment of HR Practices Make an Organization Effective?
      3. What Are Two Basic Forms of Strategic Alignment?
      4. How Do HR Practices Align with One Another?
      5. What Are Some Other HR Issues?
      6. What Might the Future of HR Look Like?
      7. A MANAGER'S PERSPECTIVE REVISITED
  16. Glossary
  17. Name and Company Index
  18. Subject Index
  19. Appendix Summary
    1. Appendix A: Occupational Outlook for HR Managers and Specialists
    2. Appendix B: HR Certification Institute Body of Knowledge
    3. Appendix C: HR People & Strategy Pillars of Knowledge
    4. Appendix D: Organizations of Interest to HR Students and Professionals
    5. Appendix E: Journals Useful to HR Students and Professionals