0915920514 cs@booksvn.com
EN VI JA KO ZH
Log in Sign up
BooksVN
Trang chủ › eBook › Fundamentals of Human Resource Management 3rd Edition - Functions, Applications, and Skill Development
Fundamentals of Human Resource Management 3rd Edition - Functions, Applications, and Skill Development

Fundamentals of Human Resource Management 3rd Edition - Functions, Applications, and Skill Development

BRAND: Sage
Publisher:
Sage
Author:
Robert N. Lussier; John R. Hendon
Edition:
@2024
eBook ISBN:
9781071854402
Print ISBN:
9781071854372
Type:
1 Year Subscription. Dành cho Cá nhân
Trường ĐH, Nhóm, Thư Viện: Gọi 0915920514 để báo giá eBook hosting trên Vital Source hoặc mua Sách In
Related Tags

Tổng quan sách

Nguyên tắc cơ bản của quản lý nguồn nhân lựcChức năng, ứng dụng và phát triển kỹ năngNguyên tắc cơ bản về quản lý nguồn nhân lực: Chức năng, ứng dụng và phát triển kỹ năng, Phiên bản thứ ba giúp sinh viên thuộc tất cả các chuyên ngành xây dựng các kỹ năng cần thiết để tuyển dụng, lựa chọn, đào tạo và phát triển con người. Các tác giả sách bán chạy nhất Robert N. Lussier và John R. Hendon khám phá chức năng chiến lược quan trọng của nhân sự trong các tổ chức ngày nay. Một loạt các ứng dụng, các bài tự đánh giá trực tuyến và bài tập trải nghiệm giúp sinh viên gắn kết và giúp họ thấy được tầm quan trọng của nhân sự khi họ học các kỹ năng có thể sử dụng trong cuộc sống cá nhân và nghề nghiệp. Phiên bản thứ ba bao gồm 13 nghiên cứu điển hình mới và đề cập mới về công việc ảo và linh hoạt do đại dịch COVID-19, những ảnh hưởng lâu dài mà đại dịch đã gây ra đối với phụ nữ trong lực lượng lao động, việc sử dụng trí tuệ nhân tạo trong lĩnh vực nhân sự cũng như sự đa dạng và hòa nhập.
  1. PrefaceAcknowledgmentsAbout the AuthorsPart I The Human Resource Management Environment
  2. Chapter 1 Today’s Human Resource ManagementWhy You Should Study Human Resource Management (HRM)Employee EngagementStudent Engagement and Skill DevelopmentHRM Past and PresentWhat a Long Strange Trip It’s BeenContinuing HRM ChallengesLabor DemographicsKnowledge Workers and the Changing Work EnvironmentThe Purpose for Managing Human ResourcesHRM SkillsTechnical SkillsInterpersonal SkillsConceptual and Design SkillsBusiness SkillsHRM ResponsibilitiesLine Versus Staff ManagementMajor Responsibilities of HR StaffResources for HRM CareersSociety for Human Resource Management (SHRM)Other HR OrganizationsProfessional LiabilityPractitioner’s Model for HRMThe ModelTrends and Issues in HRMReconfiguring Everything HRMChapter SummaryKey TermsKey Terms ReviewCase 1.1 Straton Industries Shows Why Even Small Businesses Need HRSkill Builder 1.1 Getting to Know YouSkill Builder 1.2 Comparing HR Management Skills and HR Responsibilities
  3. Chapter 2 Strategic and Inclusive Human Resource ManagementAn Introduction to Strategic Planning and the EnvironmentHuman Resource Management’s Role in Strategic PlanningThe External EnvironmentStrategyWhat Is Strategy?Vision, Mission, and ObjectivesGeneric Strategies and HRMCost LeadershipDifferentiationFocus or NicheHow Strategy Affects HRMHRM Promotes Strategy Through High Performance Work PracticesDiversity and InclusionDiversity and Inclusion in the WorkforceCreativity and InnovationChallenges to Diversity and InclusionManaging Diversity and InclusionAn Inclusive Equal Opportunity CultureDiversity Recruiting and PromotingDiversity TrainingDiversity Business Resource GroupsBeing InclusiveThe HR Technology RevolutionArtificial IntelligencePredictive AnalyticsDesired HR Tech OutcomesDangerous HR Tech OutcomesHuman Resource Management Systems (HRMS)What Are HRMS?How Do HRMS Assist in Making Decisions?Measurement Tools for Strategic HRMEconomic Value Added (EVA)Return on Investment (ROI)Trends and Issues in HRMHR Tech Gives Us a New Opportunity—Employee Experience (EX)Chapter SummaryKey TermsKey Terms ReviewCase 2.1 Structure and Culture at Old Town CapeSkill Builder 2.1 Writing ObjectivesSkill Builder 2.2 Strategic Planning at Your College
  4. Chapter 3 The Legal EnvironmentA User’s Guide to Managing People FairlyThe OUCH Test GuideMajor Employment LawsEqual Pay Act of 1963Title VII of the Civil Rights Act of 1964 (CRA)Age Discrimination in Employment Act of 1967 (ADEA)Vietnam Era Veterans Readjustment Assistance Act of 1974 (VEVRAA)Pregnancy Discrimination Act of 1978 (PDA)Americans with Disabilities Act of 1990 (ADA), as Amended in 2008Civil Rights Act of 1991Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA)Title II of the Genetic Information Nondiscrimination Act of 2008 (GINA)Lilly Ledbetter Fair Pay Act of 2009 (LLFPA)Affirmative Action, Equal Employment Opportunity, and the EEOCAffirmative Action (AA)The Equal Employment Opportunity Commission (EEOC)Other EEOC Enforcement ActionsEmployee Rights Under the EEOCEmployer Rights and ProhibitionsSexual HarassmentTypes of Sexual HarassmentWhat Constitutes Sexual Harassment?Filing Complaints and HR’s ResponseReducing Organizational Risk From Sexual Harassment LawsuitsReligious DiscriminationTrends and Issues in HRMDEIDo We All Have Equal Opportunity?Chapter SummaryKey TermsKey Terms ReviewCase 3.1 St. Louis Police Face $20M Sexual Orientation Discrimination VerdictSkill Builder 3.1 The Four-Fifths RuleSkill Builder 3.2 Diversity and DiscriminationPart II Staffing
  5. Chapter 4 Workforce Planning: Job Analysis, Design, and Employment ForecastingWorkforce Planning and Workflow AnalysisWorkflow AnalysisJob AnalysisWhy Do We Need to Analyze Jobs?Job Analysis DatabasesJob Analysis MethodsOutcomes: Job Description and Job SpecificationJob Design/RedesignOrganizational Structure and Job DesignApproaches to Job Design and RedesignDesigning JobsJob SimplificationJob ExpansionFlexible Job DesignIncrease Motivation Using the Job Characteristics Model (JCM)HR ForecastingReliabilityValidityForecasting MethodsQuantitative ForecastingQualitative ForecastingReconciling Labor Supply and DemandOptions for a Labor SurplusMethods for Reconciling a Labor ShortageTrends and Issues in HRMThe Great ResignationChapter SummaryKey TermsKey Terms ReviewCase 4.1 Coca-Cola CompanySkill Builder 4.1 Job AnalysisSkill Builder 4.2 Job Characteristics Model (JCM)Skill Builder 4.3 O*NET
  6. Chapter 5 Recruiting Job CandidatesFactors Affecting the Recruiting ProcessExternal Forces Acting on Recruiting EffortsOrganizational Recruiting ConsiderationsWhat Policies to SetWhen to RecruitAlternatives to RecruitmentReach of the Recruiting EffortSocial Media, Artificial Intelligence, and the Technology Recruiting RevolutionInternal or External Recruiting?Internal RecruitingExternal RecruitingChallenges and Constraints in RecruitingBudgetary ConstraintsPolicy Constraints and Organizational ImageThe Recruiter–Candidate InteractionJob Characteristics and the Realistic Job Preview (RJP)Evaluation of Recruiting ProgramsYield RatioCost per HireTime Required to HireNew Hire TurnoverNew Hire PerformanceTrends and Issues in HRMBiased Job Postings?Chapter SummaryKey TermsKey Terms ReviewCase 5.1 Trying to Build When Nobody Wants to WorkSkill Builder 5.1 Online Job SearchSkill Builder 5.2 Résumé
  7. Chapter 6 Selecting New EmployeesThe Selection ProcessThe Importance of the Selection ProcessSteps in the Selection ProcessLooking for “Fit”Personality–Job FitAbility–Job FitPerson–Organization FitThe Bottom Line for FitUniform Guidelines on Employee Selection ProceduresWhat Qualifies as an Employment Test?Valid and Reliable MeasuresApplications and Preliminary ScreeningApplications and RésumésPre-employment InquiriesTesting and Legal IssuesThe EEOC and Employment TestingPolygraphsGenetic TestingWritten TestingPhysical TestingDrug TestingTo Test or Not to TestSelection InterviewsInterviewingTypes of Interviews and QuestionsPreparing for and Conducting the InterviewBackground ChecksCredit ChecksCriminal Background ChecksReference ChecksSocial Media and Web SearchesSelecting the Candidate and Offering the JobSelection MethodsHiringTrends and Issues in HRMCan Technology Alone Fix Problems With Workforce Diversity?Chapter SummaryKey TermsKey Terms ReviewCASE 6.1 Hiring for Fit—How Zappos Screens and Makes Hiring DecisionsSkill Builder 6.1 InterviewingSkill Builder 6.2 Interview Questions for Use When Hiring a Professor to Teach This CoursePart III Developing and Managing
  8. Chapter 7 Training, Learning, Talent Management, and DevelopmentThe Need for Training and DevelopmentCompetency ModelsTraining and DevelopmentWhen Is Training Needed?The Training ProcessSteps in the Training ProcessNeeds AssessmentEmployee ReadinessLearning and Shaping BehaviorLearningLearning TheoriesShaping BehaviorDesign and Delivery of TrainingOn-the-Job Training (OJT)Classroom TrainingDistance or E-LearningSimulationsAssessing TrainingAssessment MethodsTalent Management and DevelopmentCareersCommon Methods of Employee DevelopmentCareer Development ConcernsA Model of Career Development ConsequencesTrends and Issues in HRMCareer Development Is Imperative to Slow the Great ResignationChapter SummaryKey TermsKey Terms ReviewCase 7.1 NVIDIA and Strategic Human Resource ManagementSkill Builder 7.1 The Training ProcessSkill Builder 7.2 Career Development
  9. Chapter 8 Performance Management and AppraisalPerformance Management SystemsPerformance Management Includes Performance AppraisalPerformance ManagementInternal Promotions and DevelopmentChanging the Annual Appraisal ReviewThe Performance Appraisal ProcessAccurate Performance MeasuresWhy Conduct Performance Appraisals?Communication (Informing)Decision Making (Evaluating)Motivation (Engaging)What Do We Assess?Trait AppraisalsBehavioral AppraisalsResults AppraisalsHow Do We Use Appraisal Methods and Forms?Critical Incidents MethodManagement by Objectives (MBO) MethodNarrative Method or FormGraphic Rating Scale FormBehaviorally Anchored Rating Scale (BARS) FormRanking MethodWhich Option Is Best?Who Should Assess Performance?SupervisorPeersSubordinatesSelfCustomers360-Degree EvaluationsPerformance Appraisal ProblemsCommon Problems Within the Performance Appraisal ProcessAvoiding Performance Appraisal ProblemsDebriefing the AppraisalThe Evaluative Performance Appraisal InterviewThe Developmental Performance Appraisal InterviewTrends and Issues in HRMPerformance Appraisal and Management Continues to ChangeChapter SummaryKey TermsKey Terms ReviewCase 8.1 Appraising Performance at Tilt & Raise Blind CompanySelf-Assessment and Skill Builder 8.1 Peer and Self-AssessmentsSkill Builder 8.2 Debriefing the Appraisal
  10. Chapter 9 Employee Rights and Labor RelationsManaging and Leading Your WorkforceTrust and CommunicationJob SatisfactionMeasuring Job SatisfactionDeterminants of Job SatisfactionCommonly Accepted Employee RightsRight of Free ConsentRight to Due ProcessRight to Life and SafetyRight of Freedom of Conscience (Limited)Right to Privacy (Limited)Right to Free Speech (Limited)Management RightsCodes of ConductEmployment-at-WillCoaching, Counseling, and DisciplineCoachingCounselingDiscipliningLegal Issues in Labor RelationsThe Railway Labor Act (RLA) of 1926The National Labor Relations Act (NLRA) of 1935 (Wagner Act)The Labor Management Relations Act (LMRA) of 1947 (Taft-Hartley Act)The Worker Adjustment and Retraining Notification Act of 1988 (WARN Act)Unions and Labor RightsUnion OrganizingLabor Relations and Collective BargainingGrievancesDecertification ElectionsTrends and Issues in HRMTrust Bust due to Jerks at WorkChapter SummaryKey TermsKey Terms ReviewCase 9.1 Balancing Rights and PrivilegesSkill Builder 9.1 CoachingSkill Builder 9.2 DiscipliningPart IV Compensating
  11. Chapter 10 Compensation ManagementCompensation ManagementThe Compensation SystemMotivation and Compensation PlanningExpectancy TheoryEquity TheoryCompensation StrategyAbility to PayAt, Above, or Below the Market?What Types of Compensation?Pay for Performance or Pay for Longevity?Skill-Based or Competency-Based Pay?Wage CompressionPay SecrecyLegal and Fairness Issues in CompensationFair Labor Standards Act of 1938 (Amended)Pay Equity and Comparable WorthOther Legal IssuesJob EvaluationJob Ranking MethodPoint-Factor MethodFactor Comparison MethodDeveloping a Pay SystemJob Structure and Pay LevelsPay StructureTrends and Issues in HRMPay Equity—Can It Be Achieved?Chapter SummaryKey TermsKey Terms ReviewCase 10.1 Conflict Resolution at Cool Brands ShoppeSkill Builder 10.1 Job EvaluationSkill Builder 10.2 Product Market Competition Limits
  12. Chapter 11 Employee Incentives and BenefitsThe Strategic Value of Incentives and BenefitsVariable PayIndividual Incentive OptionsGroup IncentivesGroup Incentive OptionsExecutive CompensationThe Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010Executive IncentivesStatutory BenefitsSocial Security and MedicareWorkers’ CompensationUnemployment InsuranceFamily and Medical Leave Act of 1993 (FMLA)The Affordable Care Act of 2010 (ACA)Statutory Requirements When Providing Certain Voluntary BenefitsConsolidated Omnibus Budget Reconciliation Act of 1985 (COBRA)Health Insurance Portability and Accountability Act of 1996 (HIPAA)Employee Retirement Income Security Act of 1974 (ERISA)Voluntary BenefitsGroup Health InsuranceRetirement BenefitsPaid Time OffOther Employee BenefitsFlexible Benefit (Cafeteria) PlansModular PlansCore-Plus PlansFull-Choice PlansTrends and Issues in HRMMassively Flexible Employee Benefits—The New Must-Have?Chapter SummaryKey TermsKey Terms ReviewCase 11.1 Transparent Compensation PackagesSkill Builder 11.1 Developing a Compensation With Incentive PlanSkill Builder 11.2 Developing Flexible Employee Benefit PlansSkill Builder 11.3 Selecting Flexible Employee Benefit PlansPart V Protecting and Expanding Organizational Outreach
  13. Chapter 12 Workplace Safety, Health, and SecurityWorkplace Safety and OSHAThe Occupational Safety and Health Act (OSH Act)The Occupational Safety and Health Administration (OSHA)What Does OSHA Do?Employer and Employee Rights and Responsibilities Under OSHANational Institute of Occupational Safety and Health (NIOSH)Employee HealthEmployee Assistance Programs (EAPs) and Employee Wellness Programs (EWPs)Ergonomics and Musculoskeletal Disorders (MSDs)Safety and Health Management and TrainingStressFunctional and Dysfunctional StressStress ManagementThe Stress Tug-of-WarWorkplace Security and ViolenceCyber SecurityWorkplace ViolenceSocial Media for Workplace Safety and SecurityEmployee Selection and ScreeningGeneral Security Policies, Including Business Continuity and RecoveryTrends and Issues in HRMWhat COVID-19 Taught Us About Business ContinuityChapter SummaryKey TermsKey Terms ReviewCase 12.1 Starbucks Handles the CoronavirusSkill Builder 12.1 Developing a Stress Management Plan
  14. Chapter 13 Ethics, Corporate Social Responsibility, and SustainabilityIs It Ethical?Ethics DefinedContributing Factors to Unethical BehaviorEthical GuidesDiscernment and AdviceEthical OrganizationsCodes of EthicsCreating and Maintaining Ethical OrganizationsJust Because It’s Legal, Doesn’t Mean It’s Ethical!Ethical Questions for ManagersBeing the Ethical ManagerCorporate Social Responsibility (CSR)CSR DefinedThe Business Case for CSRCSR and the LawLevels of Corporate Social ResponsibilityWhere You Stand Depends on Where You Sit!SustainabilityHR and Organizational SustainabilitySustainability PracticesSustainability TrainingThe Sustainable OrganizationTrends and Issues in HRMPost-Pandemic—CSR and Ethics Issues From the Shutdown/LockdownChapter SummaryKey TermsKey Terms ReviewCase 13.1 Chr. Hansen Holdings Is World’s Most Sustainable CompanySkill Builder 13.1 Ethics and Whistle-BlowingSkill Builder 13.2 Code of Ethics and Corporate Social Responsibility
  15. Chapter 14 Global Issues for Human Resource ManagersGlobalization of Business and Human Resource ManagementReasons for Business GlobalizationIs HRM Different in Global Firms?Legal, Ethical, and Cultural IssuesInternational Labor LawsU.S. LawNational CultureGlobal StaffingSkills and Traits for Global ManagersStaffing Choice: Home-, Host-, or Third-Country EmployeesOutsourcing as an Alternative to International ExpansionDeveloping and Managing Global Human ResourcesRecruiting and SelectionExpatriate Training and PreparationRepatriation After Foreign AssignmentsCompensating Your Global WorkforcePayIncentives in Global FirmsBenefit Programs Around the WorldTrends and Issues in HRMPower to the People … or Not?Chapter SummaryKey TermsKey Terms ReviewCase 14.1 Sand by Saya: The Challenges of a Small Business Going GlobalSkill Builder 14.1 The Global HRM EnvironmentSkill Builder 14.2 Cultural Diversity AwarenessSkill Builder 14.3 The Most Important Things I Got From This CourseGlossaryNotesCompany IndexSubject Index
Chat Zalo