...^ ^ tC^L X Human Resource Management R. WAYNE MONDY, SPHR in collaboration with JUDY BANDY MONDY McNeese State University Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Preface XXII Acknowledgments xxv Strategic Human Resource Management: An Overview 3 Chapter Objectives 2 HRM in Action: Not HR Branding, Employer Branding 3 Human Resource Management 4 Human Resource Management Functions 5 Staffing 5 • Trends if Innovations: Measuring Quality of Hire in Today's Environment 6 Human Resource Development 6 Compensation 7 / Safety and Health 7 Employee and Labor Relations 7 Human Resource Research 8 Interrelationships of HRM Functions 8 Dynamic Human Resource Management Environment 8 Legal Considerations 8 Labor Market 9 Society 9 Unions 10 Shareholders 10 Competition 10 Customers 10 Technology 10 Economy 11 Unanticipated Events 11 How Human Resource Management Is Practiced in the Real World 11 HR's Changing Strategic Role: Who Performs the Human Resource Management Tasks? 11 Human Resource Manager 12 HR Outsourcing 12 HR Shared Service Centers 13 Professional Employer Organizations (Employee Leasing) 13 Line Managers 14 HR as a Strategic Partner 14 A Strategic HR Example 16 A Strategic HR Audit 16 Human Capital Metrics 17 Human Resource Designations 18 Evolution of Human Resource Management:...
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...Human Resource Management Functions, Applications, Skill Development Robert N. Lussier Springfield College John R. Hendon University of Arkansas at Little Rock USAGE Los Angeles | London | New Delhi Singapore | Washington DC Detailed Contents About the Authors Preface xxiv xxv PART I. 21ST-CENTURY HUMAN RESOURCE MANAGEMENT STRATEGIC PLANNING AND LEGAL ISSUES 1 Chapter 1 The New Human Resource Management Process 2 SHRM 3 Why Study Human Resource Management? 4 HRM Past and Present 6 Past View of HRM 6 Present View of HRM 6 21st-century HRIi 8 HRM Challenges 8 The HRM Strategic View 9/ Technology and Knowledge 10 Labor Demographics 11 Productivity and Competitiveness Through HRM HRM Skills 12 Technical Skills 12 Human Relations Skills 13 Conceptual and Design Skills Business Skills 14 12 13 Line Managers' HRM Responsibilities 15 Line Versus Staff Management 15 Major HR Responsibilities of Line Management 15 HR Managers' Resonsibiiities: Disciplines Within HRW? 16 The Legal Environment: EEO and Diversity Management 17 Staffing 17 Training and Development 20 Employee Relations 20 Labor and Industrial Relations 20 Compensation and Benefits 20 Safety and Security 21 Ethics and Sustainability 21 HRM Careers 23 The Society for Human Resource Management Other HR Organizations 24 Professional liabiliy 24 23 The Practitioner's Model for HRM The Model 24 Sections of the Model 25 24 Trends...
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...Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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...HUMAN RESOURCE EFH LT MANAGEMENT ™ EDITION Gary Dessler Florida International University .I r e i l t l C e J r l 3 . l l Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Hong Kong Singapore Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes...
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...Instructor’s Manual Enterprise Resource Planning, 1/E CHAPTER 1: A FOUNDATION FOR UNDERSTANDING ENTERPRISE RESOURCE PLANNING SYSTEMS CHAPTER OBJECTIVES 1. Develop an understanding of how ERP systems can improve the effectiveness of information systems in organizations. 2. Understand the business benefits of enterprise resource planning (ERP) systems. 3. Understand the history and evolution of ERP. CHAPTER OUTLINE 1. A Foundation for Understanding Enterprise Resource Planning Systems a. The Emergence of Enterprise Resource Planning Systems 1. What is ERP? 2. The Evolution of ERP 3. The Integrated Systems Approach b. Business Benefits of ERP c. ERP Modules d. ERP Design Alternatives e. The Business Case for ERP 1. Cost-Benefit Analysis for ERP 2. Can ERP Provide a Competitive Advantage? f. The Challenge of Implementing an ERP System g. Summary ANSWERS TO END-OF-CHAPTER QUESTIONS Questions for Discussion: 1. Use on-line library databases to identify articles in trade publications which provide case studies of ERP implementations. These articles may provide some insight into each of these questions. a. How widespread is the use of ERP across certain industries? b. What are the benefits reported from implementing ERP? c. What are its limitations? 2. Research and learn about the implementation of ERP. Use trade publications and on-line library databases (e.g. ABI Inform, ProQuest, First Search, Wilson Select Plus, available through...
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...Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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...\ eighth edition Global Business Today CharlesW. L Hill University of Washington McGraw-Hill Irwin contents PREFACE xiii PART ONE Chapter One Introduction 4 What Is Globalization? 6 The Globalization of Markets 6 The Globalization of Production 7 The Emergence of Global Institutions 9 Drivers of Globalization 11 Declining Trade and Investmen t Barriers 11 The Role of Technological Change 14 The Changing Demographics of the Global Economy 16 The Changing World Output and World Trade Picture 16 The Changing Foreign Direct Investment Picture 18 The Changing Nature of the Multinational Enterprise 19 The Changing World Order 22 The Global Economy of the Twenty-First Century 23 The Globalization Debate 24 Antiglobalization Protests 24 Globalization, Jobs, and Income 26 Globalization, Labor Policies, and the Environment 28 Globalization and,National Sovereignty 29 Globalization and the World's Poor 30 Managing in the Global Marketplace 31 Key Terms 33 Chapter Summary 33 Critical Thinking and Discussion Questions 34 Research Task 34 Closing Case: Legal Outsourcing 35 Introduction and Overview 2 Globalization 3 PART TWO Chapter Two Country Differences 36 National Differences in Political Economy 37 Opening Case: Ghana: An African Dynamo 37 Introduction 38 Political Systems 39 Collectivism and Individualism 39 Democracy and Totalitarianism 42 Economic Systems 44 Market Economy 44 Command Economy 45 Mixed Economy 45 Legal Systems 46 Different Legal Systems 46 Differences...
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...MGT _ 430 Human Resources Management 2015 - 2016 MODULE LEADER: Aspasia Simillidou Programme: Business Contents 1 MODULE SUMMARY .................................................................................... 3 1.1 Contacting the module tutor. .................................................................... 3 1.2 Classes ………………………. .................................................................. 3 2 OVERVIEW OF THE MODULE ...................................................................... 4 3 ASSESSMENT…………................................................................................. 6 4 LEARNING MATERIALS................................................................................ 6 5 SCHEDULE OUTLINE.................................................................................... 8 6 MODULE GRADING SYSTEM...................................................................... 10 6.1 Re-assessment…………………………………………………………..…. 11 6.2 Deferral of assessment……………………………………………………. 11 7 MODULE ATTENDANCE AND REGULATIONS........................................... 12 8 ACADEMIC MISCONDUCT AND PLAGIARISM… ....................................... 13 1 MODULE SUMMARY 1.1 Contacting the module tutor You can contact the module tutor in the following ways: ...
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...HUMAN RESOURCE DEVELOPMENT RESEARCH CENTER AN EXAMINATION OF THE RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE, LEADERSHIP STYLE AND PERCEIVED LEADERSHIP EFFECTIVENESS LISA A. WEINBERGER DECEMBER 2003 Swanson & Associates 168 E. SIXTH STREET, SUITE 4002 ST. PAUL, MN 55101 Lisa Ann Weinberger 2003 i TABLE OF CONTENTS Chapter 1........................................................................................................................... 1 INTRODUCTION ........................................................................................................ 1 Background and Purpose of the Study...................................................................... 3 Statement of the Problem .......................................................................................... 6 Significance of the Study ........................................................................................... 7 Limitations ................................................................................................................ 8 Background of the Field Setting ............................................................................. 10 Definition of Terms ................................................................................................. 12 Summary ................................................................................................................. 13 Chapter 2.......................................................................
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...Chapter 22 – The Evolution of Primates Paleoanthropology the study of human evolution Primate characteristics 1. 5 digits 2. opposable thumbs or toe 3. long freely moving limbs 4. eyes in front of the head 5. relatively large brain 6. flexible hands & feet 7. nails 3 sub orders or primates 1. suborder prosimii - lemurs 2. suborder tarsiiformers- tarsiers 3. suborder anthropoidea- monkeys, apes, humans Suborder Anthropoidea 45 mya originated in asia & africa more developed cerebrum new world vs old world monkeys old world = africa and asia and europe short to no tails, nostrils downward, intensely social, ground dwellers new world = south and central america long tail, shorter thumbs or absent, aboreal, nostrils flat and open to side & social hominOIDS descended: old world monkeys 23-24 mya larger brain lack tail apes -gibbons, orangutans, gorillas, chimpanzees humans- a group composed of apes, and hominIDS (humans and their ancestors) hominids differences part 1 ape vs humans difference between apes and humans: humans: 1) complex curvature of the spine 2) shorter, broader pelvis 3) foramen magnum at base of skull 4) first toe aligned with other toe hominids differences part 2 ape vs humans human vs gorilla heads 1. human skull lacks the supraorbital ridge 2. has a pronounced chin 3. human brain is larger 4. teeth are arranged in a U shape Sahelantropus tchadensis earliest known hominid, small brain, face and teeth had many...
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...below. There is not substitute for reading the assigned chapters!!! Chapter 1- The Power of Markets Market allocation 3 Assume rational utility-maximizers 6 Opportunity costs 9 Profit max 11 Prices allocate resources 12 Barriers to entry 14 Market price, pricing decision & price discrimination 15 Lessons of markets 18 Chapter 2 – Incentives Matter Wrong incentives lead to undesirable outcomes 23 Principal-agent problem 30 Prisoners dilemma 34 Creative destruction 36 Tax & govt program disincentives 38 Chapter 3 – Government and the Economy Externalities 43 Govt solutions to externalities 48 Govt makes market economy possible – rights, laws, regulations 51 Public goods 57 Redistribution 59 Chapter 4 – Government and the Economy II Govt inefficiency 63 Govt allocation vs private allocation 67 Effects of regulation 69 Effects of taxation 74 Summary 78 Chapter 5 – Economics of Information Adverse selection 81 Firm screening 89 Branding provides information 90 Branding versus commodities 92 Signaling mechanisms 93 Chapter 6 – Productivity and Human Capital Human capital 98 Job creation 103 Effects of human capital on standard of living 105 Productivity 107 Income inequality 111 Chapter 7 – Financial Markets Purposes of financial instruments 118 Efficient markets & index funds 126 Investment guidelines 132 Chapter 8 – The Power of Organized Interests Interest groups...
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...- - - - - - - Executive summary I. Chapter – Introduction 1. Purpose of the Study 2. Objective of the study 3. The setup of the study II. Chapter – Carrefour’s position in China 2.1 Chinas retail market at a glance 2.2 Carrefour’s role in China III. Chapter – The purpose of CSR for multinational companies 3.1 The definition of CSR 3.2 The growing importance of CSR in China 3.3 The importance of Human Rights 3.4 Human Rights in China 3.5 Carrefour’s general employment practice standards 3.6 Carrefour Europe vs. Carrefour China 3.7 Conclusion VI. Chapter – Environmental concerns and CSR 4.1 Environment 4.2 Environmental Problems in China 4.3 Carrefour Europe vs. Carrefour China V. Chapter – Food Safety problematic and CSR 5.1 Food Safety 5.2 International Food Standards and Initiatives 5.3 Food Safety in China 5.4 Carrefour Europe vs. Carrefour China Literature Internet - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Executive summary China is one of the countries where globalisation has led to a significant change of the economical as well as the social frameworks. Multinational corporations are expending in a very dynamic way in order to participate in this new market environment. In countries like China, where the jurisdictional framework is not as evolved as in most of the western states, the pace of economical development can exceeds legal regulations...
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...Operational Level Paper E1 ENTERPRISE OPERATIONS (REVISION SUMMARIES) Chapter 1 2 3 4 5 6 7 8 9 10 11 12 Topic Organisations Corporate Responsibility and Ethics The International Economy Information Systems Managing Information Systems Operations Management Quality Management Marketing Buyer Behaviour Human Resource Management Management Theory and Motivation The Legal Environment Page Number 3 13 17 27 35 45 55 61 73 79 93 101 E1 revision summaries 1 E1 revision summaries 2 Chapter 1 Organisations E1 revision summaries 3 Key summary of chapter Private sector organisations Sub-sectors of the economy not directly controlled by the government or state private business and households. Examples • • • • Private businesses e.g. self employed sole traders or partnerships. Companies (corporations) e.g. separate legal identity with limited liability for shareholders (owners). Private banks and building societies. Non-governmental organisations e.g. trade unions, charities, clubs etc. e.g. Public organisations Sub-sectors of an economy, or organisations, owned and directly controlled by the state or government. Examples • • • Local authorities. State owned industries e.g. the UK post office. Public corporations e.g. the British Broadcasting Company (BBC). Characteristics of public organisations • • • • Ultimately accountable to government. Goals and guidelines determined by government. Not-for-profit motive (NPO). Funded by the general public...
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...Alicia Smith ELED 415 Chapter 3 Summary In chapter 3 Queen discusses how educational philpohilsy influence that help form the six educaitional models. These six models are: Perennialist, Essentialists, Progressivitst, Existentialists, Recontrustionists, and Futurist. The first two models that were discussed in this chapter is the perennialists and Essentialists. These two models view education as being concentrated on cultural inheritance over time. The teaching focus on ideas that are ongoing. The perennalists believe that’s education is constant like human nature. This model also ensures students to understand great ideas of Western communities. The Essentialist believe that there is a systematic ways of knowledge that needs to be taught to students in a certain way. Essentialist differs from perennalists because they accept the idea of change in curriculums. In this model students are prepared to become better members in society by teaching students how to read, write,and speak clearly. Essentialist. believe that change is necessary. This means that the teach should help the students in their Alicia Smith ELED 415 Summary of Chapter 5& 6 In chapter 5 Queen discusses the process of creating a curriculum, the different meanings of a curriculum, patterns of curriculum organization, balancing subject content and process, and lastly cautions and warnings. In chapter 6 Queen describes content that is taught in early grades K-2 grades. In...
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...and Benefits and PoA Methodology, Reference Text and Pre-read Evaluation Pattern and List of Assignments What is HR and HRD ? HR functions HR Philosophy and Approach for an Organization Human Resource Management Summary Tuesday, 29 July 2014 Self Introduction B. Sc. (Physics) and Masters in Administrative Management from JBIMS, Mumbai University IT experience across 3 organizations since 1985 Exposure in Manufacturing and Banking domains Career shift from technical to HR to operations Responsible for key client relationships and HR Currently working as Director for Nucsoft Ltd. Tuesday, 29 July 2014 Self Introduction Adjunct Faculty, Project Guide and Mentor at SIMSR Guest Faculty at FCRIMS, CIMSR, SSCMR and UBS Visiting Faculty for Compensation and Benefits at RIMSR, OIM, ITM, RGCMS and GNIMS Visiting Faculty for Organization Theory Structure and Design at RGCMS Visiting Faculty for Managing Change through Organization Development at SIESCOMS and OSB Visiting Faculty for Management Functions and Organizational Behavior at SIESCOMS and ITM Tuesday, 29 July 2014 About Nucsoft Started operations in Mumbai in 1994 Focus on BFSI Domain 350+ team and ISO 9001:2008 certified company Onsite/Offsite/Onshore/Offshore Software development and Production support Resourcing, Projects, Products and Solutions Major clients – Citi, HDFC Bank, Barclays, FICC, L&T Finance, ABFL, SBI Life, BSLI, KLI, HP Domestic operations...
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