Chapter 3 provides an overview of the major laws affect- ing employees and the ways organizations can develop HR practices that comply with the laws. 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 resumes 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 reliabil- ity 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.
Start With Why: How Great Leaders Inspire Everyone To Take Action
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 the community. 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.
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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,. 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 activi- ties 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.
Role of Line Managers in HR and L&D | Factsheets | CIPD
Concluding Part 5, Chapter 16 focuses on HR activities in international settings, includ- ing planning, selecting, training, and compensating employees who work overseas. The chapter also explores how cultural differences among countries and workers affect deci- sions about human resources. Table 1. Figure 1. Chapter figures have been revised to reflect current labor force data.
Other trends discussed include which occupations are expected to gain the most jobs in the coming decade; the significant slowdown in job cuts since the great recession; and the shift to outsourcing HR tasks that automate processes and support decision making, such as recruitment and benefits administration. New discussions on reshoring and the gig economy have also been added to the chapter.
Chapter figures have been updated to reflect current statistics on age discrimination, disability com- plaints filed under ADA, types of charges filed with the EEOC, and rates of occupa- tional injuries and illnesses. A discussion has been included about the use of wearable technology that gathers and communicates data related to employee safety. A new discussion has been added about the importance of HR professionals develop- ing competency in applying data and analytic techniques as part of labor forecasting activities.
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New Figure 7. The chapter also contains current statistics about CEO pay and compensation. New examples describe how some companies are providing employees with assistance in paying off student loans as part of their benefits strategy. Content on work stoppages and lockouts has been revised. New sections focus on increased cooperation between unions and management and highlight several nonunion representation systems currently being used by companies across the country.
Human Resources (HR)
The author team believes that the focused, engaging, and applied approach of Funda- mentals distinguishes it from other books that have similar coverage of HR topics. We would like to thank those of you who have adopted previous editions of Fundamen- tals, and we hope that you will continue to use upcoming editions. For those of you consid- ering Fundamentals for adoption, we believe that our approach makes Fundamentals your text of choice for human resource management. Anke Weekes deserves kudos for ensuring that we continue to improve the book based on the ideas of both adopters and students.
John Weimeister, our former editor, helped us develop the vision for the book and gave us the resources we needed to develop a top-of-the-line HRM teaching package. We would also like to thank Cate Rzasa who worked diligently to make sure that the book was interesting, practical, and readable and remained true to the findings of human resource management research. We also thank Michelle Houston for her efforts on behalf of this new edition. Michelle Alarcon, Esq.
Minnette A. Fox Tom Comstock Johnson C. Raymond A. Noe John R. Hollenbeck Barry Gerhart Patrick M. Connect empowers students by continually adapting to deliver precisely what they need, when they need it, and how they need it, so your class time is more engaging and effective. By presenting assignment, assessment, and topical performance results together with a time metric that is easily visible for aggregate or individual results, Connect Insight gives the user the ability to take a just-in-time approach to teaching and learning, which was never before available. Connect Insight presents data that empowers students and helps instructors improve class performance in a way that is efficient and effective.
Adaptive www. Over 8 billion questions have been answered, making McGraw-Hill Education products more intelligent, reliable, and precise. Providing Equal Employment Opportunity 1 2. Recognizing Employee Contributions 4. Planning for and Recruiting Human Selecting Employees and Placing 1 6.
PART 1 www. LO Explain the role of supervisors in human resource management. After reading this chapter, you should be able to: LO Discuss ethical issues in human resource LO Define human resource management, and management. LO Describe typical careers in human resource management. LO Identify the responsibilities of human resource departments.
LO Summarize the types of competencies needed for human resource management. After dis- covering that teaching also has a role in the business world, he took a job as an instructional designer, developing training for employees of Hewitt Associates, a firm providing consulting services related to human resources. From that starting point, Olson built a career by applying his drive to learn and ability to solve problems. He focused on understanding and supporting the busi- ness needs of the people in his organization.
For example, when attending a meet- ing of executives, Olson realized that they were struggling to resolve a business issue because the decision process lacked any structure. So he grabbed a marker, posted himself by a flip chart, and began directing the conversation. Managers at Hewitt and later at Aon, which acquired Hewitt, noticed how he supported their needs, and they moved him into roles with more responsibility: human resources business adviser, head of talent development, and chief tal- ent officer. An orga- nization performs best when all of these practices are managed well.
At companies with effective HRM, employees and customers tend to be more satisfied, and the companies tend to be more innovative, have greater productivity, and develop a more favorable repu- tation in the community.
Conditions of Use
We then turn to the elements of managing human resources: the roles and skills needed for effective human resource management. Next, the chapter describes how all managers, not just human resource professionals, participate in the activities related to human resource management. The following section of the chapter addresses some of the ethical issues that arise with regard to human resource man- agement. We then provide an overview of careers in human resource management.
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Economic value contributes to an organi- is usually associated with capital—cash, equipment, technology, and facilities. Companies that attempt to increase their competitiveness by investing in new employees, described in technology and promoting quality throughout the organization also invest in state-of-the- terms of their training, art staffing, training, and compensation practices. In the United States, low-price retailers are notorious for the ways they keep labor costs down. They pay low wages, limit employees to part-time status providing few or no employee benefits , and altering schedules at the last minute in order to minimize staffing when store traffic is light.
Retailing expert Zeynep Ton has studied retailers that invest more in employees—paying higher wages and offering full-time schedules, greater train- ing, and more opportunity for advancement. Ton has found that these stores tend to enjoy higher sales and greater profitability.