R. Noe – Fundamentals of Human Resource Management (2016)

Автор: R. Noe
Название книги: Fundamentals of Human Resource Management
Формат: PDF
Жанр: Экономика
Страницы: 607
Качество: Изначально компьютерное, E-book

Fundamentals of Human Resource Management provides a complete introduction to human resource management for the general business manager who wants to learn more about how HRM is used in the everyday work environment. Its adaptive learning program and its engaging, focused, and applied content make it the fastest growing HRM program on the market.

Managing human resources is a critical component of any company’s overall mission
to provide value to customers, shareholders, employees, and the community in
which it does business. Value includes profits as well as employee growth and satisfaction,
creation of new jobs, contributions to community programs, and protection of
the environment. All aspects of human resource management, including acquiring,
preparing, developing, and compensating employees, can help companies meet their
daily challenges, create value, and provide competitive advantages in the global marketplace.
In addition, effective human resource management requires an awareness
of broader contextual issues affecting business, such as the economy, legislation, and
globalization.
Both the media and academic research show that effective HRM practices result
in greater value for shareholders and employees. For example, the human resource
practices at companies such as Google, SAS, The Boston Consulting Group, Edward
Jones, and Quicken Loans helped them earn recognition on Fortune magazine’s
recent list of “The Top 100 Companies to Work For.” This publicity creates a positive
vibe for these companies, helping them attract talented new employees, motivate
and retain current employees, and make their products and services more desirable
to consumers.
Our Approach: Engage, Focus, and Apply
Following graduation, most students will find themselves working in businesses or
not-for-profit organizations. Regardless of position or career aspirations, their role in
directly managing other employees or understanding human resource management
practices is critical for ensuring both company and personal success. As a result, Fundamentals
of Human Resource Management, Sixth Edition, focuses on human resource
issues and how HR is used at work. Fundamentals is applicable to both HR majors and
students from other majors or colleges who are taking an HR course as an elective or
a requirement.
Our approach to teaching human resource management involves engaging students
in learning through the use of real-world examples and best practices; focusing them
on important HR issues and concepts; and applying what they have learned through
chapter features and end-of-chapter exercises and cases. Students not only learn about
best practices but are actively engaged through the use of cases and decision making.
As a result, students will be able to take what they have learned in the course and apply
it to solving HRM problems they will encounter on the job.
As described in the guided tour of the book that follows, each chapter includes several
different pedagogical features. “Best Practices” provides examples of companies
whose HR activities work well. “HR Oops!” highlights HRM issues that have been
handled poorly. “Did You Know?” offers interesting statistics about chapter topics and how they play out in real-world companies. “HRM Social” demonstrates how social
media and the Internet can be useful in managing HR activities in any organization.
“Thinking Ethically” confronts students with issues that occur in managing human
resources. For this new edition, we have added questions to each of the features to
assist students with critical thinking and to spark classroom discussions.
Fundamentals also assists students with learning “How to” perform HR activities,
such as writing effective HR policies, being strategic about equal employment opportunities,
and making the most of HR analytics. These are all work situations students are
likely to encounter as part of their professional careers. The end-of-chapter cases focus
on corporate sustainability (“Taking Responsibility”), managing the workforce (“Managing
Talent”), and HR activities in small organizations (“HR in Small Business”).
Organization of the Sixth Edition
Based on user and reviewer feedback, we have made several changes to the chapter
organization for the Sixth Edition. The chapter on developing human resources now
concludes Part 2, and the chapter on creating and maintaining high-performance
organizations has been moved up to open Part 3. We believe these changes will help
strengthen the discussion of key concepts.
Part 1 (Chapters 1–4) discusses the environmental forces that companies face in
trying to manage human resources effectively. These forces include economic, technological,
and social trends; employment laws; and work design. Employers typically
have more control over work design than trends and equal employment laws, but all of
these factors influence how companies attract, retain, and motivate human resources.
Chapter 1 discusses why HRM is a critical component to an organization’s overall success.
The chapter introduces HRM practices and the roles and responsibilities of HR
professionals and other managers in managing human resources.
Some of the major trends discussed in Chapter 2 include how workers continue to
look for employment as the U.S. economy recovers from recession and how the recovery
has motivated employees to look for new jobs and career opportunities. The chapter
also highlights the greater availability of new and less expensive technologies for
HRM, including social media and the Internet; the growth of HRM on a global scale
as more U.S. companies expand beyond national borders; the types of skills needed for
today’s jobs; and the importance of aligning HRM with a company’s overall strategy to
gain competitive advantage. Chapter 3 provides an overview of the major laws affecting
employees and the ways organizations can develop HR practices that comply with
the laws. Chapter 4 highlights how jobs and work systems determine the knowledge,
skills, and abilities that employees need to perform their jobs and influence employees’
motivation, satisfaction, and safety at work. The chapter also discusses the process
of analyzing and designing jobs.
Part 2 (Chapters 5–8) deals with acquiring, training, and developing human
resources. Chapter 5 discusses how to develop a human resources plan. It emphasizes
the strengths and weaknesses of different options for dealing with shortages
and excesses of human resources, including outsourcing, use of contract workers, and
downsizing. Strategies for recruiting talented employees are highlighted, including
use of electronic recruiting sources such as social media and online job sites.
Chapter 6 emphasizes that employee selection is a process that starts with screening
applications and résumés and concludes with a job offer. The chapter takes a look
at the most widely used methods for minimizing mistakes in choosing employees,
including employment tests and candidate interviews. Selection method standards such as reliability and validity, are discussed in understandable terms. Chapter 7 covers
the features of effective training systems. Effective training includes not only creating
a good learning environment but also hiring managers who encourage employees to
use training content in their jobs and hiring employees who are motivated and ready
to learn. Concluding Part 2, Chapter 8 demonstrates how assessment, job experiences,
formal courses, and mentoring relationships can be used to develop employees for
future success.
Part 3 (Chapters 9–11) focuses on assessing and improving performance. Chapter
9 sets the tone for this section of the book by discussing the important role of
HRM in creating and maintaining an organization that achieves a high level of performance
for employees, managers, customers, shareholders, and community. The
chapter describes high-performance work systems and the conditions that contribute
to high performance. Chapter 10 examines the strengths and weaknesses of different
performance management systems. Chapter 11 discusses how to maximize employee
engagement and productivity and retain valuable employees as well as how to fairly
and humanely separate employees when the need arises because of poor performance
or economic conditions.
Part 4 (Chapters 12–14) covers rewarding and compensating human resources,
including how to design pay structures, recognize good performers, and provide benefits.
Chapter 12 discusses how managers weigh the importance and costs of pay to
develop a compensation structure and levels of pay for each job given the worth of
the jobs, legal requirements, and employee judgments about the fairness of pay levels.
Chapter 13 covers the advantages and disadvantages of different types of incentive
pay, including merit pay, gainsharing, and stock ownership. Chapter 14 highlights the
contents of employee benefits packages, the ways organizations administer benefits,
and what companies can do to help employees understand the value of benefits and
control benefits costs.
Part 5 (Chapters 15–16) covers other HR topics including collective bargaining
and labor relations and managing human resources on a global basis. Chapter 15
explores HR activities as they pertain to employees who belong to unions or who are
seeking to join unions. Traditional issues in labor–management relations such as union
membership and contract negotiations are discussed. The chapter also highlights new
approaches to labor relations, the growing role of employee empowerment, and the
shrinking size of union membership.
Concluding Part 5, Chapter 16 focuses on HR activities in international settings,
including planning, selecting, training, and compensating employees who work overseas.
The chapter also explores how cultural differences among countries and workers affect
decisions about human resources