Fundamentals of human resource management : functions, applications, skill development / Robert N. Lussier, Springfield College, John R. Hendon, University of Arkansas at Little Rock.

Robert N. Lussier is a professor of management at Springfield College. Through teaching management courses for more than 25 years, he has developed innovative methods for applying concepts and developing skills that can be used both personally and professionally. A prolific writer, Dr. Lussier has more than 425 publications to his credit, including Management 7e (SAGE), Human Relations 10e (McGraw-Hill), and Leadership 6e (South Western/Cengage) and has published in top tier academic journals. He holds a bachelor of science in business administration from Salem State College, master’s degrees in business and education from Suffolk University, and a doctorate in management from the University of New Haven. He served as founding director of Israel Programs and has taught courses in Israel.


John R. Hendon University of Arkansas at Little Rock, USA

John R. Hendon is a seven-time entrepreneur and former director of operations for a $60 million company. He brought his experience and interests to the classroom full time in 1994 and has been a Management faculty member at the University of Arkansas at Little Rock for over 17 years. An active member of the Society for Human Resource Management, he teaches in the areas of Human Resources Management, Strategy, and Organizational Management, and researches in a number of areas in the Management field, specializing in Entrepreneurial research. John is also currently the President of “The VMP Group,” an Arkansas-based business consulting firm. John’s company consults with a variety of businesses on human resources, family business, strategic planning, organizational design, and leadership. He has provided professional assistance in the start-up and operation of dozens of Arkansas and California-based businesses and non-profits, government agencies, and utilities. John holds an MBA degree from San Diego State University and a BS in Education from the University of Central Arkansas.

Includes bibliographical references (pages 389-406) and index.

PART I. 21st Century Human Resource Management Strategic Planning and Legal Issues

Chapter 1. The New Human Resource Management Process
Why Study Human Resource Management (HRM)?


21st Century HRM


Disciplines Within HRM


HRM Responsibilities


HRM Skills


HRM Careers


Practitioner’s Model for HRM


Trends and Issues in HRM



Chapter 2. Strategy Driven Human Resource Management
Strategy and Strategic Planning in the 21st Century: The Organization and the Environment


The External Environment


Strategy


Structure


Organizational Culture


An Introduction to Data Analytics for HRM


Human Resource Information Systems (HRIS)


Measurement Tools for Strategic HRM


Trends and Issues in HRM



Chapter 3. The Legal Environment and Diversity Management
The Legal Environment for HRM: Protecting Your Organization


A User’s Guide to Managing People: The OUCH Test


Major Employment Laws


Equal Employment Opportunity Commission (EEOC)


EEO, Affirmative Action, and Diversity: What’s the Difference?


Sexual Harassment: A Special Type of Discrimination


Religious Discrimination


Trends and Issues in HRM



PART II. Staffing

Chapter 4. Matching Employees with Jobs
Employee and Job Matching


Workflow Analysis


Job Analysis


Job Design/Redesign


The Job Characteristics Model (JCM)


Designing Motivational Jobs


HR Forecasting


Reconciling Internal Labor Supply and Demands


Trends and Issues in HRM



Chapter 5. Recruiting Job Candidates
The Recruiting Process


Organizational Recruiting Considerations


Internal or External Recruiting?


Challenges and Constraints in Recruiting


Evaluation of Recruiting Programss


Trends and Issues in HRM



Chapter 6. Selecting New Employees
The Selection Process


Looking for “Fit”


Uniform Guidelines on Employee Selection Procedures


Applications and Preliminary Screening


Testing and Legal Issues


Selection Interviews


Background Checks


Selecting the Candidate and Offering the Jobs


Trends and Issues in HRM



PART III. Developing and Managing

Chapter 7. Training, Learning, Talent Management, and Development
The Need for Training and Development


The Training Process and Needs Assessment


Learning and Shaping Behavior


Design and Delivery of Training


Assessing Training


Talent Management and Development


Trends and Issues in HRM



Chapter 8. Performance Management and Appraisal
Performance Management Systems


Why Do We Conduct Performance Appraisals?


What Do We Assess?


How Do We Use Appraisal Methods and Forms?


Who Should Assess Performance?


Performance Appraisal Problems


Debriefing the Appraisal


Trends and Issues in HRM



Chapter 9. Employee Rights and Labor Relations
Managing and Leading Your Workforce


Job Satisfaction


Commonly Accepted Employee Rights


Management Rights


Coaching, Counseling, and Discipline


Legal Issues in Labor Relations


Unions and Labor Rights


Trends and Issues in HRM



PART IV. Compensating

Chapter 10. Compensation Management
Compensation Management


Organizational Philosophy


Legal and Fairness Issues in Compensation


Job Evaluation


Developing a Pay System


Trends and Issues in HRM



Chapter 11. Employee Incentives and Benefits
The Value of Incentives and Benefits


Individual Incentives


Group Incentives


Executive Compensation


Statutory Benefits


Statutory Requirements When Providing Certain Voluntary Benefits


Voluntary Benefits


Flexible Benefit (Cafeteria) Plans


Trends and Issues in HRM



PART V. PROTECTING AND EXPANDING ORGANIZATIONAL OUTREACH

Chapter 12. Workplace Safety, Health, and Security
Workplace Safety and OSHA


The Occupational Safety and Health Administration (OSHA)


Employee Health


Stress


Workplace Security


Workplace Violence


Trends and Issues in HRM



Chapter 13. Organizational Ethics, Sustainability, and Social Responsibility
Ethical Organizations


Codes of Ethics


Corporate Social Responsibility (CSR)


Sustainability


Trends and Issues in HRM



Chapter 14. Global Issues for Human Resource Managers
Globalization of Business and HRM


Legal, Ethical, and Cultural Issues


Global Staffing


Developing and Managing Global Human Resources


Compensating Your Global Workforce


Trends and Issues in HRM

Fundamentals of Human Resource Management takes a unique three-pronged approach that gives you a clear understanding of important HRM concepts and functions, shows you how to apply those concepts, and helps you build a strong skill set you can use in your personal and professional lives.



The authors use a variety of engaging applications and skill development exercises to improve your comprehension and retention. Featuring 90% of the 210 required SHRM 2013 Curriculum Guidebook topics, this text emphasizes current trends and the challenges facing HR managers today, provides you with key insights on important issues, and prepares you for successful careers in human resource management.



Key Features:

More than 180 required topics in the SHRM 2013 Curriculum Guidebook are covered in the text, equipping you with the knowledge you need for successful management careers
Application activities in every chapter help develop your critical thinking skills, while skill development activities in every chapter build and improve a variety of management skills
A chapter on Organizational Ethics, Sustainability, and Social Responsibility discusses how HR managers can help create ethical, socially responsible organizations
Trends and Issues in HRM at the end of every chapter introduce you to increasingly important and cutting-edge topics such as social media, gamification, globalization, data management, and more.