Fundamentals of Human Resource Management: People, Data, and Analytics Interactive Edition 1st Edition
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Nguyên tắc cơ bản của quản lý nguồn nhân lực: Phiên bản tương tác con người, dữ liệu và phân tíchSách điện tử tương tác SAGE/CQ Press có nội dung video cao cấp và tài nguyên học tập độc quyền để giúp bạn thành công trong khóa học của mình.Nguyên tắc cơ bản về quản lý nguồn nhân lực: Con người, Dữ liệu và Phân tích cung cấp phần giới thiệu thú vị, hiện tại về thế giới HRM với sự nhấn mạnh đặc biệt về cách hiểu dữ liệu có thể giúp người quản lý đưa ra quyết định tốt hơn về con người trong tổ chức của họ. Các tác giả Talya Bauer, Berrin Erdogan, David Caughlin và Donald Truxillo sử dụng các nghiên cứu điển hình và ví dụ tiên tiến để minh họa các khái niệm và xu hướng chính. Các tính năng gắn liền với năng lực SHRM và các bài tập dữ liệu tùy chọn mang đến cho sinh viên cơ hội thực hành để thực hành áp dụng các khái niệm nhân sự. Những người không chuyên cũng như chuyên ngành sẽ học những phương pháp hay nhất để quản lý nhân tài trong môi trường làm việc không ngừng phát triển ngày nay.
- Media LibraryPrefaceAcknowledgmentsAbout the Authors
- Chapter 1 • Human Resource ManagementLearning ObjectivesHR in Action: The Case of CostcoDefining Human Resource ManagementManager’s ToolboxHRM MattersPeople MatterOrganizational Culture MattersMacro Changes and HRMDemographics Are ChangingThe Gig Economy Is GrowingGlobalization Is IncreasingTechnology Is Rapidly EvolvingAvailability of Data Is IncreasingEthical Challenges and Corporate Social ResponsibilitySpotlight on Data and AnalyticsThe Profession of HRMWho Is Involved in HRM?HR CareersHR CompetenciesSpotlight on Legal IssuesChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: SHRM Code of Ethics
- Chapter 2 • Strategic HRM, Data-Driven Decision Making, and HR AnalyticsLearning ObjectivesHR in Action: The Case of Procter & GambleDefining StrategyDeveloping and Refining a Strategy: Strategy FormulationBringing a Strategy to Life: Strategy ImplementationManager’s ToolboxLinking Strategy With HRM: Strategic HRMThe Origins of Strategic HRMOrganizational Performance and the Balanced ScorecardIdentifying Best PracticesSystems Thinking: Considering the System and ContextStrategic HRM, Data-Driven Decision Making, and HR AnalyticsHow Does a System of HR Practices Influence Organizational Outcomes?Spotlight on Data and AnalyticsThe Value of HR AnalyticsHR Analytics Competency IdentificationUnderstanding the Levels of HR AnalyticsHR Analytics and the Scientific ProcessStep 1: Identifying the ProblemStep 2: Doing Background ResearchStep 3: Forming a HypothesisStep 4: Testing the Hypothesis via ExperimentationSpotlight on Legal IssuesStep 5: Analyzing the DataStep 6: Communicating the ResultsHR Analytics SuccessChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: The Case of The Body Shop
- Chapter 3 • Data Management and Human Resource Information SystemsLearning ObjectivesHR in Action: The Case of Automatic Data Processing, Inc. (ADP)Managing DataEnterprise Resource Planning SystemsHuman Resource Information SystemsData Management and HRIS OpportunitiesTrack the Employee Life CycleSpotlight on Data and AnalyticsThe Value of Automated, Employee-Centered HR FunctionalityData Availability for Metrics and AnalyticsData VisualizationsChallenges for Data Management and HRISCostTraditional HR Skill SetsData Privacy ConcernsSpotlight on Legal IssuesData Security ConcernsManager’s ToolboxDeveloping a Human Resource Information SystemConducting a Needs AssessmentDesigning the SystemSelecting a VendorImplementing a Human Resource Information SystemManaging Resistance to ChangeChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: Fitness Trackers and Data Privacy
- Chapter 4 • Diversity, Inclusion, and Equal Employment LawsLearning ObjectivesHR in Action: The Case of Salesforce.comChallenges and Benefits of Managing Diversity EffectivelyIs Diversity Beneficial for Work Groups and Organizations?Why Are Diversity and Inclusion Still Challenging to Achieve?An Overview of Equal Employment Opportunity LawsEqual Pay Act of 1963 (EPA)Title VII of the Civil Rights ActWhat Is Discrimination Under Title VII?Disparate TreatmentManager’s ToolboxDisparate ImpactTitle VII and HarassmentTitle VII and Special Considerations Regarding Sex DiscriminationTitle VII, Race, and ColorTitle VII and ReligionTitle VII and National OriginAdditional Antidiscrimination Acts and ProtectionsPregnancy Discrimination Act (PDA) of 1978Age Discrimination in Employment Act of 1967 (ADEA)Americans with Disabilities Act (ADA) of 1990Genetic Information Nondiscrimination Act (GINA) of 2008Lilly Ledbetter Fair Pay Act of 2009Protections for LGBTQ WorkersDiversity and Inclusion in the Age of HR AnalyticsShould Companies Use Affirmative Action?Spotlight on Legal IssuesHow to Comply With EEO RegulationsInternal Complaint MechanismsDiversity InitiativesBig Data as a Pathway to Increasing Diversity and InclusionInternal AuditsBig Data and Legal ComplianceSpotlight on Data and AnalyticsChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: Applicants With Criminal Histories
- Chapter 5 • The Analysis and Design of WorkLearning ObjectivesHR in Action: The Case of Using HRM to Understand the Nature of WorkThe Analysis of Work and Its Critical Role in HR PracticeTechnical Terms Used in Job Analysis and Competency ModelingManager’s ToolboxWhy Do a Job Analysis?Spotlight on Legal IssuesSeeing the Big Picture: Workflow AnalysisSpotlight on Data and AnalyticsCollecting Job Analysis DataSpecific Job Analysis Methods and ApproachesTask–KSAO AnalysisCritical Incidents TechniquePosition Analysis QuestionnaireOccupational Information Network (O*NET)Competency ModelingDesigning Jobs to Enhance Motivation, Attitudes, Well-Being, and PerformanceJob Design ConsiderationsFlexible Work ArrangementsContingent EmployeesChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: Designing Ethics and Integrity Into Work
- Chapter 6 • Workforce Planning and RecruitmentLearning ObjectivesHR in Action: The Case of Labor Shortages for Basic ServicesUnderstanding the Labor LandscapeWorkforce PlanningSuccession Planning and Leadership DevelopmentLabor Market ConditionsTalent AnalysisThe Recruiting ProcessWhy Recruitment MattersRecruitment StrategyThe Role of Recruiters in the Recruitment ProcessStages of RecruitmentGenerating ApplicantsRecruitment SourcesSpotlight on Data and AnalyticsRecruiting for DiversityGender DiversityRacial DiversityAge DiversityVeteransSpotlight on Legal IssuesDifferently Abled IndividualsRecruitment Results: Evaluating Effectiveness and MetricsManager’s ToolboxMaintaining Applicant Interest and ParticipationFactors Influencing Job ChoiceChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: Applicant Information Privacy
- Chapter 7 • Selection Processes and ProceduresLearning ObjectivesHR in Action: The Case of Leveraging Interviews for HiringSetting the Stage for Selection: Job Analysis, Recruitment, and Legal IssuesJob AnalysisUsing Recruitment to Enhance Hiring DecisionsLegal and Ethical Issues in HiringData-Driven Decision Criteria for Choosing Selection Procedures: Reliability, Validity, and UtilityEnsuring the Quality of Selection Measures: Reliability and ValiditySpotlight on Legal IssuesSelection UtilitySelection ProceduresInterviewsManager’s ToolboxPersonality TestsIntegrity TestsCognitive Ability TestsSpotlight on Data and AnalyticsWork Samples, Situational Judgment Tests (SJTs), and Assessment CentersBiographical Data and Related Data Collection MethodsRésumésReferences and Background ChecksPhysical Ability TestsEmerging Issues in SelectionApplicant Reactions to Selection Methods and ProceduresDeployment of Selection ProceduresChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters: Keeping Applicant and Employee Data Secure
- Chapter 8 • Training, Development, and CareersLearning ObjectivesHR in Action: The Case of Tying Training Data to PerformanceTraining Needs AssessmentOrganizational AnalysisJob AnalysisPerson AnalysisSpotlight on Legal IssuesDeveloping Training GoalsEnhancing LearningTrainee CharacteristicsOrganizational Context: Enhancing TransferTraining MethodsOn-the-Job TrainingLecturesSimulatorsProgrammed InstructioneLearningBehavioral Modeling TrainingDiversity TrainingTraining to Increase Team EffectivenessTraining for Managers and LeadersCurrent Workplace Training IssuesOnboarding New EmployeesManager’s ToolboxEvaluating the Effectiveness of Training ProgramsMeasures of Training EffectivenessSpotlight on Data and AnalyticsCareer Development and ManagementCareer Management ActivitiesCareer MovementsAre Managers or Employees Responsible for Career Management?Chapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: The Training of Ethics in Organizations
- Chapter 9 • Performance ManagementLearning ObjectivesHR in Action: The Case of Accenture Transforming Performance ManagementWhat Is Performance Management?Purposes of Performance AppraisalsSpotlight on Data and AnalyticsChallenges of Conducting Fair and Objective Performance AppraisalsCharacteristics of Effective Performance Appraisal SystemsDesign Features of Performance Management SystemsDetermining the Purposes and Desired Outcomes of Performance AppraisalsDefining PerformanceChoosing the Rating MethodChoosing the Source of Performance InformationChoosing the RateeDeciding How Closely to Link Performance Ratings to CompensationConducting Fair Performance ReviewsFactors Leading to Rating ErrorsSpotlight on Legal IssuesImproving the Effectiveness of Performance ManagementTraining Managers and EmployeesIncreasing Rater AccountabilityHaving Raters Keep Records of Employee PerformanceAuditing the SystemTeaching Managers How to Be Good Coaches and Build TrustManager’s ToolboxDeveloping a Feedback CultureEstablishing Performance Improvement Plans (PIPs)Chapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: A Goal-Setting Scandal at Wells Fargo
- Chapter 10 • Managing Employee Separations and RetentionLearning ObjectivesHR in Action: The Case of Employee Retention at Mars, Inc.Understanding and Managing Employee SeparationsVoluntary TurnoverCosts of Voluntary TurnoverCauses of Voluntary TurnoverManaging Employee RetentionGain Upper-Management SupportLeverage Engagement and Attitude SurveysSpotlight on Data and AnalyticsUse Exit InterviewsHire for FitStructure Onboarding ExperiencesInvest in High-Commitment HR PracticesFocus on Turnover PredictorsManaging Relations With Former EmployeesRetirementsManager’s ToolboxInvoluntary Turnover: DismissalsCosts of DismissalsWhen to Dismiss an EmployeeThe Legal Side of DismissalsThe Dismissal InterviewSpotlight on Legal IssuesExplaining the Decision to the TeamInvoluntary Turnover: LayoffsCosts of LayoffsBenefits of Job SecurityDeciding Layoff CriteriaThe Legal Side of LayoffsDelivering the MessageSeverance PayOutplacement AssistanceManaging SurvivorsChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: Compassionate Delivery of Layoff News
- Chapter 11 • Rewarding EmployeesLearning ObjectivesHR in Action: The Case of Gravity PaymentsPay as a RewardReward SystemsRelational ReturnsTotal CompensationDeveloping a Pay StructureEnsuring Internal EquitySpotlight on Data and AnalyticsEnsuring External EquityIntegrating Internal Equity and External EquityEnsuring Individual EquityEnsuring Legal ComplianceSpotlight on Legal IssuesPay as a MotivatorUnderstanding MotivationExpectancy TheoryManager’s ToolboxPay-for-Performance ProgramsIndividual Pay-for-Performance ProgramsGroup Pay-for-Performance ProgramsChallenges and Opportunities of Reward SystemsPay CompressionAdherence to Pay PoliciesLabor CostsUnintended Behavioral ConsequencesChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: Merit Pay for Teachers
- Chapter 12 • Managing BenefitsLearning ObjectivesHR in Action: The Case of Providing Benefits to Gig Workers at Care.comBenefits as RewardsLegally Required BenefitsSocial SecurityWorkers’ CompensationUnemployment InsuranceFamily and Medical LeaveAdditional Health Care RequirementsVoluntary BenefitsHealth Care ProgramsManager’s ToolboxDisability Insurance ProgramsRetirement ProgramsLife Insurance ProgramsWellness ProgramsWork–Life ProgramsPerquisitesAdministering Benefits ProgramsFlexible Benefits PlansTaxes and AccountingDiscriminationSpotlight on Legal IssuesSelecting BenefitsSpotlight on Data and AnalyticsCommunicating Benefits ProgramsChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: Making Changes to Health Insurance Plans
- Chapter 13 • Employee and Labor RelationsLearning ObjectivesHR in Action: The Case of Kaiser Permanente UnionsFactors Influencing Employee RelationsCultureFair Treatment and VoiceWorking ConditionsEmployment LawsUnionsOrganizational Policies and ProceduresEmployee HandbooksOrganizational PoliciesSpotlight on Legal IssuesThe Labor MovementReasons Employees UnionizeWhy Do Some Organizations Resist Unionization?Unions and LawsTrends in Union MembershipUnion Formation and DissolutionManager’s ToolboxThe Collective Bargaining ProcessConflict Management ApproachesFailure to Reach an AgreementAlternative Dispute ResolutionStrikes and Work StoppagesDisputes and GrievancesSpotlight on Data and AnalyticsChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: The 2007–2008 Writers Guild of America Strike
- Chapter 14 • Employee Safety, Well-Being, and WellnessLearning ObjectivesHR in Action: The Case of an Employee Wellness Program at Johnson & JohnsonThe Role of HRM in Worker Safety and HealthThe Case for Employee Well-BeingThe Legal Backdrop for Well-BeingWorkplace SafetyWorkplace Safety Outcomes and Their AntecedentsOSHA Safety Regulations and ComplianceErgonomics and Office DesignSpotlight on Legal IssuesCybersecurity and SafetyWorkplace StressWork–Life BalanceWays for Organizations to Reduce StressEmployee Wellness ProgramsBenefits of Wellness ProgramsTypes of Wellness ProgramsEmployee Assistance Programs (EAPs)Best Practices for Implementing Wellness Programs and the Role of HRMSpotlight on Data and AnalyticsWorkplace Interventions: Solutions to Address Specific Well-Being IssuesTotal Worker Health™: An Integrated Approach to Worker Well-BeingManager’s ToolboxChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: Privacy, Technology, and Human Error
- Chapter 15 • Opportunities and Challenges in International HRMLearning ObjectivesHR in Action: The Case of Leveraging Culture for Success at L’OréalGlobal Transfer of HR PracticesImportant Considerations When Transferring HR Practices Across BordersLegal ContextUnionization RatesCultural DifferencesCauses and Forms of InternationalizationManaging HR GloballyRecruitment and SelectionMotivating, Rewarding, and Managing ExpatriatesSpotlight on Legal IssuesEmployee SeparationsHandling of Personal DataManagement of ExpatriatesBenefits and Downsides of Using ExpatriatesExpatriate AdjustmentManager’s ToolboxPreparing Expatriates for Their AssignmentsAlternatives to Long-Term Relocation AssignmentsSpotlight on Data and AnalyticsChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesEthical Matters Exercise: Managing Ethics Globally in MultinationalsAppendix A: CasesAppendix B: Data Analytics ExercisesGlossaryNotesIndex
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