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, protection of the environment, and innovative use of new technologies. Artificial intelligence and other technologies have become commonplace in the work environment, replacing some humans and changing the scope of various jobs. As a result, organizations are upskilling and reskilling their workers not only to expand business opportunities but also to motivate employees to hone their skill sets and take ownership of their career trajectories. The increasing use of people analytics by HR professionals helps fine-tune corporate decision making when it comes to optimal staffing levels and the flexibility afforded by hiring contingent workers to assist with periods of intense productivity. In successful organizations, performance management is no longer the dreaded annual review session between manager and employee. Ongoing discussions and feedback are crucial to identifying areas for improvement and offering critical guidance for a satisfying career path. Students taking an HRM class are very likely to be taking it as an elective class or a first class toward an HRM major. Both of these groups need a strong foundation book that provides the essential elements of HRM as well as a clear understanding of how HRM links with business strategy. It is becoming increasingly important for employees on every level of the organization to understand HRM elements such as recruitment, training, motivation, retention, safety, and the legal environment. These fundamentals will not create experts in HRM, yet for those who wish to become experts, this book will provide that strong foundation upon which additional coursework in HRM can be built. Fundamentals of Human Resource Management is specifically designed to provide a concise, highly engaging, an practical introduction to the field.
David S. Duncan is a leading global expert in organizational behavior and workplace dynamics. He has completed Ph.D. in Industrial-Organizational Psychology from Stanford University. Over 20 years teaching undergraduate and executive HR courses he is the consulting adviser to companies on workforce transformation. His focus areas are--AI integration in HR, remote work culture, and equitable compensation. Author of over 50 peer-reviewed articles in top management journals. Regular presenter at the Society for Human Resource Management (SHRM) annual conferences. Duncan believes that effective human resource management is the bridge between corporate strategy and human dignity. He writes with a student-first approach, breaking down complex legal frameworks and psychological theories into actionable workplace strategies. He lives in Chicago with her family and enjoys mentoring first-generation business students. After spending the early part of his career mediating complex labor disputes and managing global talent acquisition in bustling corporate hubs, Duncan transitioned into academia.
| Preface 1. INDIVIDUAL DIFFERENCES Self-Awareness How Should Self-Aware People Be Described? Communication Emotional Intelligence 2. GROUPS Reasons For Membership of Groups and the Expectations From Group Members The Task The Group Leadership and Groups The Environment Leadership 3. ORGANIZATIONS Studies of Organizational Structure 4. FROM PERSONNEL MANAGEMENT TO HUMAN RESOURCE MANAGEMENT Introduction The Early History of Personnel Management, Up To 1914 The First World War 1914–1918 Early Personnel Departments, 1920–1939 The Second World War 1939–1945 Cold War 1945–1968 National Economic Policy, Legislation and Personnel Techniques 1968–1979 1997 Onwards Summary 5. HUMAN RESOURCE STRATEGY Introduction Human Resources and Business Strategies Pressure For Change Overall Strategic Approaches Auditing Your HR Strategy 6. HUMAN RESOURCE PLANNING Introduction A System of Human Resource Planning The Assessment of Future Requirements (Demand) Assessment of Current Resources and Availability of Resources in the Future (Supply) Labour Turnover The Planning Stage 7. JOB ANALYSIS: DEFINING EFFECTIVE PERFORMANCE Introduction The Competence Approach Job Description Person Specification The Seven-Point Plan Job Analysis in Practice Job Analysis 8. RECRUITMENT Introduction Determining the Vacancies Sourcing Strategy Recruitment Policy Preparing and Publishing Information Processing and Assessing Applications Notifying Applicants Administration of the Recruitment Process 9. SELECTING EMPLOYEES Introduction Methods of Employee Selection The Selection Interview 10. INDUCTION Introduction The Organization’s Responsibilities For Induction The Induction Programme Social Adaptation |
|
$280.00