Description

For undergraduate and graduate courses in human resource management.
A concise yet thorough review of essential HR management concepts.
A Framework for Human Resource Management provides students and practicing managers with a concise yet thorough review of essential HR management concepts–including fundamental practices, methods, topics, and relevant legal findings–in a highly readable and accessible format.

Features

Getting to the point–A Concise Overview for All Managers. The focus of this text is to make the information relevant to students of management–not just those who will specialize in human resources. In 390 pages and 10 chapters, this text covers the broad spectrum of basic HR practice, concepts, and techniques by distilling the essential HR material that the larger books contain and giving professors a more concise option to work with.
Making the connection–Realism. Each chapter of this text touches on, or provides examples of, how managers strategically use HR practices and technology in today’s business environment. The end-of-chapter material also includes case incidents and 5 comprehensive cases to help students make the connection between theory and real-world application.
Dozens of new topics. Reliability, validity, generalizability, utility, person-job fit, bias, using the standard deviation rule in equal employment compliance, retaliation, job satisfaction and withdrawal, managing voluntary turnover, management’s willingness to take a strike, cross training, and job hazard analysis.
Expanded coverage of strategic human resource management in Chapter 1, including discussions of HR Scorecards and strategy maps.
A new boxed feature, HR as a Profit Center, in most chapters presents actual examples of how human resource managers added measurable value to their companies. In addition, continuing their use from the 6th edition, the separate HR in Practice features provide all managers—not just HR managers—with actionable HR tools and guidelines.
A completely revised Chapter 8, now titled Managing Employee Ethics, Engagement, Retention, and Fair Treatment, which includes discussions of employee engagement, withdrawal, and retention, as well as managing ethics, and a new presentation (in Chapter 7) of how to create a market-competitive pay structure.
Expanded treatment of Career Management in Chapter 6 (Performance Management, Appraisals, and Careers) and of the ADDIE training process in Chapter 5 (Training and Developing Employees).
A new end-of-book module on Practical HR Tools for Managers, focusing on nuts-and- bolts human resource management tools, guidelines, and systems all managers can use, for instance, to comply with EEOC interview question guidelines. This module replaces the 6th edition’s International HR module, with international HR issues still covered in special boxed features in most chapters.
Nine new videos with discussion questions and a synopsis for each video included at the end of each part of the textbook.

New to this Edition

Dozens of new topics. Reliability, validity, generalizability, utility, person-job fit, bias, using the standard deviation rule in equal employment compliance, retaliation, job satisfaction and withdrawal, managing voluntary turnover, management’s willingness to take a strike, cross training, and job hazard analysis.
Expanded coverage of strategic human resource management in Chapter 1, including discussions of HR Scorecards and strategy maps.
A new boxed feature, HR as a Profit Center, in most chapters presents actual examples of how human resource managers added measurable value to their companies. In addition, continuing their use from the 6th edition, the separate HR in Practice features provide all managers—not just HR managers—with actionable HR tools and guidelines.
A completely revised Chapter 8, now titled Managing Employee Ethics, Engagement, Retention, and Fair Treatment, which includes discussions of employee engagement, withdrawal, and retention, as well as managing ethics, and a new presentation (in Chapter 7) of how to create a market-competitive pay structure.
Expanded treatment of Career Management in Chapter 6 (Performance Management, Appraisals, and Careers) and of the ADDIE training process in Chapter 5 (Training and Developing Employees).
A new end-of-book module on Practical HR Tools for Managers, focusing on nuts-and- bolts human resource management tools, guidelines, and systems all managers can use, for instance, to comply with EEOC interview question guidelines. This module replaces the 6th edition’s International HR module, with international HR issues still covered in special boxed features in most chapters.
Nine new videos with discussion questions and a synopsis for each video included at the end of each part of the textbook.

Table of Contents

PART I Introduction
Chapter 1 Managing Strategic Human Resources Today
What Is Human Resource Management?
Trends Influencing Human Resource Management
The New Human Resource Managers
Strategic Human Resource Management
The Plan of This Book  
CASE INCIDENT: Jack Nelson’s Problem
CONTINUING CASE: Carter Cleaning Company
EXPERIENTIAL EXERCISE: Helping “The Donald”

Chapter 2 Managing Equal Opportunity and Diversity
Selected Equal Employment Opportunity Laws
Defenses Against Discrimination Allegations
Illustrative Discriminatory Employment Practices
The EEOC Enforcement Process
Diversity Management and Affirmative Action Programs
CASE INCIDENT: A Case of Racial Discrimination?  
CONTINUING CASE: Carter Cleaning Company
EXPERIENTIAL EXERCISE: Too Informal? 
VIDEO CASE: Human Resource Management (At Patagonia)
VIDEO CASE: Equal Employment (UPS) 

PART II Recruiting and Placing Employees
Chapter 3 Personnel Planning, Recruiting, and Talent Management
The Talent Management Framework
The Basics of Job Analysis
The Recruitment and Selection Process  
Workforce Planning and Forecasting
Recruiting Job Candidates
Developing and Using Application Forms
CASE INCIDENT: Finding People Who Are Passionate about What They Do
CONTINUING CASE: Carter Cleaning Company
APPENDIX: Enrichment Topics in Job Analysis

Chapter 4 Testing and Selecting Employees
The Basics of Testing and Selecting Employees
Using Tests at Work 
Interviewing Prospective Employees
Using Other Selection Techniques  
CASE INCIDENT: The Tough Screener  
CONTINUING CASE: Carter Cleaning Company
EXPERIENTIAL EXERCISE: The Most Important Person You’ll Ever Hire

Chapter 5 Training and Developing Employees
Orienting Employees
The Training Process
Implementation: Training Techniques
Managerial Development and Training
Managing Organizational Change and Development
Evaluating the Training Effort
CASE INCIDENT: Reinventing the Wheel at Apex Door Company
CONTINUING CASE: Carter Cleaning Company
EXPERIENTIAL EXERCISE: Flying the Friendlier Skies
VIDEO CASE: Recruiting at Hautelook
VIDEO CASE: Employee Testing and Selection at Patagonia
VIDEO CASE: Training at Wilson Learning  

PART III Appraising and Compensating Employees
Chapter 6 Performance Management, Appraisals, and Careers
Basic Concepts in Performance Appraisal and Management
Basic Appraisal Methods
Practical Suggestions for More Effective Appraisals
Coaching and Career Management
Performance Management
Talent Management Practices for Strategic Employee Appraisals
CASE INCIDENT: Appraising the Secretaries at Sweetwater U
CASE INCIDENT: Back with a Vengeance
CONTINUING CASE: Carter Cleaning Company
EXPERIENTIAL EXERCISE: Appraising an Instructor
 
Chapter 7 Compensating Employees
What Determines How Much You Pay?
How to Create a Market-Competitive Pay Plan
Incentive Plans
Employee Benefits
Current Compensation Trends  
CASE INCIDENT: Salary Inequities at Acme Manufacturing
CONTINUING CASE: Carter Cleaning Company
EXPERIENTIAL EXERCISE: Ranking the College’s Administrators’ Jobs
VIDEO CASE: Compensation (Focus Pointe)
VIDEO CASE: Performance Management California Health Foundation
VIDEO CASE: Joie de Vivre Hospitality: Pay for Performance and Financial Incentives

PART IV Employee Rights and Safety  
Chapter 8 Managing Employee Ethics, Engagement, Retention, and Fair