Human Resource Management is suitable for courses called human resource management, people management, or personnel taught at the undergraduate and graduate levels in two- and four-year colleges and universities.
Human Resource Management combines the most current academic research with an insightful practitioner’s perspective on human resource management (HRM). The result is a jargon-free and clear description of how HRM operates in both small and large organizations. The book also features plenty of applications to help students develop critical thinking skills, a better understanding of ethical considerations, and how to approach HRM from a strategic perspective. Its easily understood and conversational writing style appeals to future HRM career professionals, managers, supervisors, and entrepreneurs alike. The new version’s increased coverage of diversity and inclusion considerations keeps pace with a growing sensitivity to diversity in the workplace.
New in This Version
- Anticipates long-term impacts of the ongoing COVID-19 pandemic on HR readiness, safety protocols, working arrangements, and communication
- New “Enhance Your D&I Focus” feature appears in several chapters and addresses a variety of diversity and inclusion (D&I) considerations in context
- New “HRM Research Exercises” in every chapter encourage students to explore contemporary topics to develop their appreciation for research-based practices
- Chapter 1 focuses more heavily on SHRM and HRCI competencies to assist students in understanding how these competencies fit in their chosen HRM career. This new content appears in sections such as “Skills Needed for HRM.”
- Chapter 2 now includes more information on strategic planning for HRM (e.g., Section 2.2)
- Chapter 3 has been recast to better reflect Diversity, Inclusion, and Engagement with new sections such as “Culture Fit or Culture Add?” and “Diversity, Inclusion, and Engagement.” New coverage includes (1) the advantages of a D&I strategy for employee engagement, and (2) a section on how students can enhance their own understanding of D&I.
- Expanded coverage of salary and benefits negotiation with a candidate (Section 5.6)
- Expanded discussions of remote work, such as hiring remote workers, how remote work impacts motivation, and managing remote workers to better reflect the challenges and solutions to remote work as a retention strategy (Chapter 7)
- Contemporary coverage of the “Great Resignation” or the “Big Quit” (Chapter 1, Section 7.2, and Section 7.4)
- Additional case scenarios at the end of every chapter