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June 2020
Cover
Published: 
June 2020
Page Count: 
422 (est)
ISBN (Digital): 
978-1-4533-3581-9

Human Resource Management

Version 3.1 By: Laura Portolese
Homework system included

This book is available with FlatWorld's Homework System at no additional cost to your students. Learn more

Key Features:

  • Includes COVID-19 Updates.
  • Over 220 hyperlinks to videos and webpages enrich online courses, engage students, and reinforce or augment many of the presented topics.
  • Each chapter includes a self-assessment, self-quiz, or other reflective opportunities to develop better self-understanding.
  • Grounding in how the “real-world” workplace actually functions, rather than presenting theoretical or ideal situations.
  • Special emphasis on communication in a full chapter (Chapter 9: Successful Employee Communication) and information about motivational theories (Chapter 7: Retention and Motivation).
  • Supportive learning features in each chapter:
  • An opening case illustrates a situation related to the chapter’s topics.
  • Learning objectives preview the chapter and help focus the reader’s attention.
  • Section exercises help develop critical thinking skills.
  • “How Would You Handle This?” feature encourages development of critical thinking skills to better resolve unexpected situations.
  • Chapter-ending cases studies bring workplace situations and collaborative learning to life.

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 is structured to provide the necessary academic background information about managing people resources while also lending valuable insights from a practitioner’s perspective that encompasses both large and small businesses.

 

New in This Version:
  • Version 3.1 includes new information in response to COVID-19 including ensuring the safety of workers; cost containment; coordinating with employees working remotely, often for the first time; video meetings, interviews, and onboarding; building crisis teams; and disseminating effective communications to help employees feel informed and connected to the organization.
  • Version 3.1 includes a new Appendix covering the Society for Human Resource Management (SHRM)’s  Body of Competency and Knowledge called SHRM BoCK and Human Resources Certification Institute (HRCI)’s body of knowledge called HRBOK.

 

  • Reflects the recent updates in Version 3.0
    • A self-assessment/self-quiz has been added to each chapter. This allows students to reflect more deeply on the material and the skills need for HRM.
    • Updated coverage of healthcare.
    • Examples now focus on a variety of industries and business sizes.
    • Greater focus on talent management and human capital ideologies. 
  • About the Author
  • Acknowledgments
  • Dedication
  • Preface
  • Chapter 1: The Role of Human Resources

  • 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 Today’s HRM Challenges
  • 1.5 Cases and Problems
  • Chapter 2: Developing and Implementing Strategic HRM 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 Multiculturalism

  • 3.1 Hiring Multiculturally
  • 3.2 Diversity and Multiculturalism
  • 3.3 Diversity Plans
  • 3.4 Multiculturalism 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 and Motivation

  • 7.1 Dissatisfaction Isn’t Always about Pay
  • 7.2 The Costs of Turnover
  • 7.3 Retention Plans
  • 7.4 Implementing Retention 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 Dilemma
  • 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 HRM

  • 14.1 Things Weren’t What They Seemed
  • 14.2 Offshoring, 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 HRCI organizations

  • A.1 The Purpose of Society for Human Resource Management (SHRM) and HRCI organizations
  • A.2 Human Resources Certification Institute (HRCI)

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    Instructor Manual

    Instructor Manual

    The Instructor 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.

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    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.

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    Test Bank Files for Import to Learning Management Systems

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    Test Item File

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    Sample Syllabi

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    Laura Portolese Central Washington University

    Laura Portolese (Doctorate, Argosy University) is the author or co-author of four books with FlatWorld (Human Resource Management, Human Relations, The Art of Supervision and Leadership, and Consumer Behavior Today). Professor Portolese holds a master of business administration from City University and a doctorate of business administration from Argosy University. She teaches in the Department of Information Technology and Administrative Management, part of the Cenral Washington University’s College of Education and Professional Studies. Before beginning her teaching career, Professor Portolese worked for several organizations in management and operations. She’s also an entrepreneur who has performed consulting work for companies such as Microsoft.
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