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Cover of Human Resource Management v4.0
Published: 
June 2022
Page Count: 
412
ISBN (Digital): 
978-1-4533-4067-7

Human Resource Management

Version 4.0
By Laura Portolese

Included Supplements

Key Features

  • Written in a reader-friendly style that concisely covers all the necessary topics and does not bog down in details
  • Technology focus highlights how technology can be used to better leverage HRM activities and achieve objectives  
  • Diversity and Inclusion woven throughout
  • Special emphasis on motivational theories (Chapter 7: Retention and Motivation); Communication covered in a full chapter (Chapter 9: Successful Employee Communication); Pay and benefits combined in a single chapter (Chapter 6: Compensation and Benefits)
  • Each chapter includes a self-assessment, self-quiz, or other reflective opportunities to develop better self-understanding
  • Exercises and cases leverage critical thinking skills, HRM research, and team-based activities to clarify key concepts and stimulate retention
  • Over 200 hyperlinks to videos and webpages enrich online courses, engage students, and reinforce or augment many of the presented topics
  • Supportive learning features in each chapter:
    • Opening situations illustrate a scenario related to the chapter’s topics
    • “The Author Introduces the Chapter” are author-recorded videos that preview important points to follow
    • “Learning Objectives” preview each main head section and help focus the reader’s attention
    • “Enhance Your D&I Focus” encourages learners to think about diversity and inclusion issues from different perspectives
    • “Human Resource Recall” questions focus understanding and reinforce learning
    • “Self-Assessment” activities sprinkled throughout the text provide opportunities for students to develop a deeper understanding of their own knowledge, skills, and attitudes
    • “Fortune 500” explains core concepts in the context of large corporations to balance the text’s strong coverage of small- and medium-sized businesses
    • “Key Takeaways” at the end of every main head section summarize new information while it is fresh to encourage retention
    • “Exercises” at the end of every main head section prompt deeper understanding and critical reflection
    • “How Would You Handle This?” are ethics-based situations that stimulate critical thinking skills and support a strategic approach to HRM
    • “Cases and Problems” wrap up each chapter
      • “Chapter Summary” helps students understand the “big picture” significance of the preceding chapter
      • “Chapter Case” brings workplace situations to life
      • “Team Activities” promote teamwork while deepening understanding of chapter topics
      • “HRM Research Exercises” encourage students to explore contemporary topics to develop their appreciation for research-based practices
  • Answer guidelines for all exercises and activities included in the instructor’s manual
  • Customizable

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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
  • About the Author
  • Acknowledgments
  • Dedication
  • Preface

    • Chapter 1: What Is Human Resource Management?

  • 1.1 Human Resource Management Day to Day
  • 1.2 What Are Human Resources and Human Capital?
  • 1.3 Skills Needed for HRM
  • 1.4 Current HRM Challenges
  • 1.5 Cases and Problems

    • Chapter 2: Developing and Implementing Strategic Human Resource Management Plans

  • 2.1 The Value of Planning
  • 2.2 Strategic Planning
  • 2.3 Writing the HRM Plan
  • 2.4 Tips in HRM Planning
  • 2.5 Cases and Problems

    • Chapter 3: Diversity and Inclusion

  • 3.1 Culture Fit or Culture Add?  
  • 3.2 Diversity, Inclusion, and Engagement
  • 3.3 Diversity and Inclusion (D&I) Planning
  • 3.4 Diversity and the Law
  • 3.5 Cases and Problems

    • Chapter 4: Recruitment

  • 4.1 Keeping Up with Growth
  • 4.2 The Recruitment Process
  • 4.3 The Law and Recruitment
  • 4.4 Recruitment Strategies
  • 4.5 Cases and Problems

    • Chapter 5: Selection

  • 5.1 The Interview
  • 5.2 The Selection Process
  • 5.3 Criteria Development and Résumé Review
  • 5.4 Interviewing
  • 5.5 Testing and Selecting
  • 5.6 Making the Offer
  • 5.7 Cases and Problems

    • Chapter 6: Compensation and Benefits

  • 6.1 Matching Compensation with Core Values
  • 6.2 Goals of a Compensation Plan
  • 6.3 Developing a Compensation Package
  • 6.4 Types of Pay Systems
  • 6.5 Other Types of Compensation
  • 6.6 Cases and Problems

    • Chapter 7: Retention, Motivation, and Engagement

  • 7.1 Dissatisfaction Isn’t Always about Pay
  • 7.2 The Costs of Turnover
  • 7.3 Retention Plans
  • 7.4 Implementing Retention and Engagement Strategies
  • 7.5 Cases and Problems

    • Chapter 8: Training and Development

  • 8.1 Training: Not Like It Used to Be
  • 8.2 Steps to Take in Training an Employee
  • 8.3 Types of Training
  • 8.4 Training Delivery Methods
  • 8.5 Designing a Training Program
  • 8.6 Cases and Problems

    • Chapter 9: Successful Employee Communication

  • 9.1 The Biggest Challenge
  • 9.2 Communication Strategies
  • 9.3 Management Styles
  • 9.4 Cases and Problems

    • Chapter 10: Employee Performance Management

  • 10.1 A Call for Help? 
  • 10.2 Handling Performance
  • 10.3 Employee Rights
  • 10.4 Cases and Problems

    • Chapter 11: Employee Assessment and Talent Management

  • 11.1 A Tough Conversation
  • 11.2 Performance Evaluation Systems
  • 11.3 Appraisal Methods
  • 11.4 Completing and Conducting the Appraisal
  • 11.5 Cases and Problems

    • Chapter 12: Working with Labor Unions

  • 12.1 Unhappy Employees Could Equal Unionization
  • 12.2 The Nature of Unions
  • 12.3 Collective Bargaining
  • 12.4 Administration of the Collective Bargaining Agreement
  • 12.5 Cases and Problems

    • Chapter 13: Safety and Health at Work

  • 13.1 Training for Safety
  • 13.2 Workplace Safety and Health Laws
  • 13.3 Health Hazards at Work
  • 13.4 Cases and Problems

    • Chapter 14: International Human Resource Management

  • 14.1 Things Weren’t What They Seemed
  • 14.2 Offshoring and Outsourcing
  • 14.3 Staffing Internationally
  • 14.4 International HRM Considerations
  • 14.5 Cases and Problems

    • Appendix A: The Purpose of Society for Human Resource Management (SHRM) and Human Resources Certification Institute (HRCI) Organizations

  • A.1 Society for Human Resource Management (SHRM)
  • A.2 Human Resources Certification Institute (HRCI)
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    Instructor’s Manual

    Instructor’s Manual

    The Instructor’s Manual guides you through the main concepts of each chapter and important elements such as learning objectives, key terms, and key takeaways. Can include answers to chapter exercises, group activity suggestions, and discussion questions.

    Instructor’s Manual

    PowerPoint Lecture Notes

    PowerPoint Lecture Notes

    A PowerPoint presentation highlighting key learning objectives and the main concepts for each chapter are available for you to use in your classroom. You can either cut and paste sections or use the presentation as a whole.

    PowerPoint Lecture Notes

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    Test Generator - powered by Cognero

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    Test Bank Files for Import to Learning Management Systems

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    Test Item File

    Test Item File

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    Sample Syllabi

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    Laura Portolese Central Washington University

    Laura Portolese (Doctorate, Argosy University) is Professor of Information Technology and Administrative Management in the College of Education and Professional Studies at Central Washington University. Laura is the author or co-author of four books with FlatWorld (Entrepreneurship, Human Resource Management, Human Relations, and The Art of Leadership and Supervision). Laura also holds an MBA from City University and a Doctorate of Business Administration from Argosy University. Laura is a prolific researcher, with publications focused in the areas of curriculum development and best practices in online learning. She has a Graduate Online Teacher Certificate from Central Washington University and a certificate from Oregon State University in E-learning Instructional Design and Development. Before beginning her academic career, Laura worked for several organizations in management and operations. She is also an entrepreneur who has performed consulting work for companies such as Microsoft.

    Additions & Errata

    • Fixed a misdirecting link in the Self-Assessment in Chapter 3.2. (1/26/23)
    • Adjusted the spelling of "Weingarten" (was previously Weigngarten) in Chapter 10.2. (1/26/23)
    • Adjusted the number of appraisal methods in Chapter 11.3 from "three" to "four" to align with the text. (1/26/23)
    • Added "Free" to "The North American Free Trade Agreement (NAFTA)" in Chapter 14.2. (1/26/23)
    • Under the Compensation and Rewards section in Chapter 14.4, "Four groups of expenses" was adjusted to "Five" to align with the text. (1/26/23)
    • In chapter 12.2, "eighteenth century" adjusted to "nineteenth" in the following sentence: The first local unions in the United States were formed in the eighteenth century, in the form of the National Labor Union (NLU). The sentence, "The NLU can be credited with the eight-hour workday, which was passed in 1862" was adjusted to, "The NLU can be credited for championing the eight-hour workday, however, it was not passed until 1916" for clarity. (4/22/24) 
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