Cookies help us deliver our services. By using our services, you agree to our use of cookies. Learn more
Skip to content
Cover of Human Capital Management: BUS 602 / Sisk v3.1.1
Published: 
August 2020
Page Count: 
744
ISBN (Digital): 
978-1-4533-3693-9

Human Capital Management: BUS 602 / Sisk

Custom Version 3.1.1
By Laura Portolese
Adapted by Dr. Faye A. Sisk

Included Supplements

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 case studies bring workplace situations and collaborative learning to life.

Students

Online Access Price:  $36.95 Color Printed Textbook with Online Access Price:  $88.95
Buy This Book Redeem My Code

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.

 

Part 1: Defining Human Capital Management

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

    • Part 2: Human Capital Planning and Strategy

    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: Recruitment

  • 3.1 Keeping Up with Growth
  • 3.2 The Recruitment Process
  • 3.3 The Law and Recruitment
  • 3.4 Recruitment Strategies
  • 3.5 Cases and Problems

    • Chapter 4: Compensation and Benefits

  • 4.1 Matching Compensation with Core Values
  • 4.2 Goals of a Compensation Plan
  • 4.3 Developing a Compensation Package
  • 4.4 Types of Pay Systems
  • 4.5 Other Types of Compensation
  • 4.6 Cases and Problems

    • Part 3: Selection and Fit

    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: Understanding People at Work: Individual Differences and Perception

  • 6.1 Hiring for Match: The Case of Netflix
  • 6.2 The Interactionist Perspective: The Role of Fit
  • 6.3 Individual Differences: Values and Personality
  • 6.4 Perception
  • 6.5 The Role of Ethics and National Culture
  • 6.6 Using Big Data to Match Applicants to Jobs: The Case of Cornerstone OnDemand
  • 6.7 Conclusion
  • 6.8 Exercises

    • Part 4: Strategically Using Teams

    Chapter 7: Working in Teams

  • 7.1 What Is a Team?
  • 7.2 Team Life Cycles and Member Roles
  • 7.3 Team Dynamics and Difficult Team Members
  • 7.4 Effective Team Meetings
  • 7.5 Chapter Summary and Case

    • Chapter 8: Managing Groups and Teams

  • 8.1 Four Generations of Teamwork: The Case of the Lego Group
  • 8.2 Group Dynamics
  • 8.3 Understanding Team Design Characteristics
  • 8.4 Management of Teams
  • 8.5 Barriers to Effective Teams
  • 8.6 The Role of Ethics and National Culture
  • 8.7 Putting Peer Pressure to Work: The Case of Pret a Manger 
  • 8.8 Conclusion
  • 8.9 Exercises

    • Chapter 9: Conflict and Negotiations

  • 9.1 When Conflict Is Productive: The Case of Amazon
  • 9.2 Understanding Conflict
  • 9.3 Causes and Outcomes of Conflict
  • 9.4 Conflict Management
  • 9.5 Negotiations
  • 9.6 The Role of Ethics and National Culture
  • 9.7 Negotiation Failure: The Case of PointCast
  • 9.8 Conclusion
  • 9.9 Exercises

    • Part 5: Employee Satisfaction, Retention, and Motivation

    Chapter 10: Theories of Motivation

  • 10.1 Creating Happiness Through Motivation: The Case of The Walt Disney Company
  • 10.2 Need-Based Theories of Motivation
  • 10.3 Process-Based Theories
  • 10.4 The Role of Ethics and National Culture
  • 10.5 A Motivating Place to Work: The Case of Zappos
  • 10.6 Conclusion
  • 10.7 Exercises

    • Chapter 11: Retention and Motivation

  • 11.1 Dissatisfaction Isn’t Always about Pay
  • 11.2 The Costs of Turnover
  • 11.3 Retention Plans
  • 11.4 Implementing Retention Strategies
  • 11.5 Cases and Problems

    • Part 6: The Role of Culture and Ethics

    Chapter 12: Organizational Culture

  • 12.1 When It Comes to Culture, Strong Signals Matter: The Case of General Motors
  • 12.2 Understanding Organizational Culture
  • 12.3 Characteristics of Organizational Culture
  • 12.4 Creating and Maintaining Organizational Culture
  • 12.5 Creating Culture Change
  • 12.6 The Role of Ethics and National Culture
  • 12.7 Service Culture Makes All the Difference: The Case of Four Seasons Hotels
  • 12.8 Conclusion
  • 12.9 Exercises

    • Chapter 13: Designing a Motivating Work Environment

  • 13.1 Retail with a Purpose: The Case of REI
  • 13.2 Motivating Employees Through Job Design
  • 13.3 Motivating Employees Through Goal Setting
  • 13.4 Motivating Employees Through Performance Appraisals
  • 13.5 Motivating Employees Through Performance Incentives
  • 13.6 The Role of Ethics and National Culture
  • 13.7 Motivating Steel Workers Works: The Case of Nucor
  • 13.8 Conclusion
  • 13.9 Exercises

    • Chapter 14: Individual Attitudes and Behaviors

  • 14.1  Fostering Positive Job Attitudes and Professional Development: The Case of Enterprise Holdings
  • 14.2 Work Attitudes
  • 14.3 Work Behaviors
  • 14.4 The Role of Ethics and National Culture
  • 14.5 People Come First: The Case of SAS
  • 14.6 Conclusion
  • 14.7 Exercises

    • Chapter 15: Power and Politics

  • 15.1 English Teacher to Billionaire: The Case of Jack Ma
  • 15.2 The Basics of Power
  • 15.3 The Power to Influence
  • 15.4 Organizational Politics
  • 15.5 Understanding Social Networks
  • 15.6 The Role of Ethics and National Culture
  • 15.7 You’ve Got a Friend in Me: The Case of Dale Carnegie
  • 15.8 Conclusion
  • 15.9 Exercises

    • Part 7: Optimizing Organizational Effectiveness and Talent

    Chapter 16: Successful Employee Communication

  • 16.1 The Biggest Challenge
  • 16.2 Communication Strategies
  • 16.3 Management Styles
  • 16.4 Cases and Problems

    • Chapter 17: Employee Assessment and Talent Management

  • 17.1 A Tough Conversation
  • 17.2 Performance Evaluation Systems
  • 17.3 Appraisal Methods
  • 17.4 Completing and Conducting the Appraisal
  • 17.5 Cases and Problems

    • Chapter 18: Training and Development

  • 18.1 Training: Not Like It Used to Be
  • 18.2 Steps to Take in Training an Employee
  • 18.3 Types of Training
  • 18.4 Training Delivery Methods
  • 18.5 Designing a Training Program
  • 18.6 Cases and Problems

    • Chapter 19: Employee Performance Management

  • 19.1 A Dilemma
  • 19.2 Handling Performance
  • 19.3 Employee Rights
  • 19.4 Cases and Problems

    • Chapter 20: Organizational Structure and Change

  • 20.1 Changes in Latitudes, Changes in Attitudes: The Case of Kronos
  • 20.2 Organizational Structure
  • 20.3 Organizational Change
  • 20.4 The Role of Ethics and National Culture
  • 20.5 Lean, Mean Driving Machine: The Case of Toyota
  • 20.6 Conclusion
  • 20.7 Exercises

    • Part 8: Dealing With Deviant Behavior, Hostile Work Environments, and Safety

    Chapter 21: Safety and Health at Work

  • 21.1 Training for Safety
  • 21.2 Workplace Safety and Health Laws
  • 21.3 Health Hazards at Work
  • 21.4 Cases and Problems

    • Chapter 22: Managing Stress and Emotions

  • 22.1 Managing Stress and Emotions: The Case of NASA’s Mission to Mars
  • 22.2 What Is Stress?
  • 22.3 Managing Stress
  • 22.4 What Are Emotions?
  • 22.5 Emotions at Work
  • 22.6 The Role of Ethics and National Culture
  • 22.7 Facing Foreclosure: The Case of Camden Property Trust
  • 22.8 Conclusion
  • 22.9 Exercises

    • Chapter 23: Managing Stress Levels

  • 23.1 Types of Stress
  • 23.2 Symptoms of Stress
  • 23.3 Sources of Stress
  • 23.4 Reducing Stress
  • 23.5 Chapter Summary and Case
    • FlatWorld Homework System

    FlatWorld Homework

    FlatWorld Homework includes multi-format questions written specifically for your FlatWorld book, which you can access through our stand-alone interface or integrate with your learning management system.

    Request a demo

    In order to give you the best experience, it is important that we have accurate data about your correct school. If you are unable to find the correct school above, please enter the name and web address here so that we can add it to our system.



    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

    Test Generator - powered by Cognero

    Test Generator - powered by Cognero

    FlatWorld has partnered with Cognero, a leading online assessment system, that allows you to create printable tests from FlatWorld provided content.

    Test Bank Files for Import to Learning Management Systems

    Test Bank Files for Import to Learning Management Systems

    For your convenience, we've packaged our test items for easy import into Learning Management Systems like Blackboard, Brightspace/D2L, Canvas, Moodle, or Respondus.

    Test Item File

    Test Item File

    Need assistance in supplementing your quizzes and tests? Our test-item files (in Word format) contain many multiple-choice, fill-in-the-blank, and short-answer questions.

    Sample Syllabi

    Sample Syllabi

    Sample syllabi provide useful templates to help new faculty adopters revise their teaching plans to match their assigned FlatWorld textbook or lend insights to existing adopters on how to organize their classes.

    Download

    At FlatWorld, we take pride in providing a range of high-quality supplements alongside our titles, to help instructors teach effectively. Supplements are available for instructors who have registered their adoption with us. If you need to review or preview something specific, please contact us.


    Sign up for FlatWorld

    Already registered? Sign in here

    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.

    Back to top