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Cover of Mastering Human Resource Management v1.0
Published: 
February 2021
Page Count: 
508
ISBN (Digital): 
978-1-4533-9708-4

Mastering Human Resource Management

Version 1.0
By Derek Crews

Included Supplements

Key Features

  • Over 75 hyperlinks to videos and webpages enrich online courses, engage students, and reinforce or augment many of the presented topics.
  • A balanced approach focuses on promoting employee engagement while achieving an organization’s goals for competitive advantage and profitability.
  • Presents theories and explains techniques to enhance recruitment, retention, and performance in an environment of labor shortages and skills gaps.
  • Promotes development of a culture of respect and autonomy within a diverse organizational environment. A unique, full chapter is dedicated to employee engagement (Chapter 11).
  • A focus on talent analytics provides the knowledge necessary to effectively utilize talent data in recruitment, onboarding, compensation, performance management, and talent development. A talent analytics feature is included in each chapter.
  • In-depth discussion of key HR metrics enhances decision-making skills and attainment of organizational objectives. 
  • Full alignment with SHRM and HRCI curriculums provides all students with immediately useful knowledge of current and relevant HR concepts. Additional, in-depth resources prepare students who are human resource majors for the SHRM Certified Professional (SHRM-CP) exam and Professional in Human Resources (PHR) exams.
  • Supportive learning structure includes:
    • Chapter-opening “Learning Objectives”
    • Chapter-opening “Case Study” with “Case Discussion Questions”
    • Additional “Learning Objectives” at the start of each main section
    • “Key Takeaways” at the end of every main section to help learners better retain information
    • “What Do You Think?” questions at the end of each main section to prompt students to critically analyze situations in context
    • Running features in every chapter, including “Talent Analytics” to demonstrate real-world use of talent data and “HR Talk” interviews with practicing HR professionals
    • Key terms and a marginal glossary
    • End-of-chapter features, including a “Conclusion,”“Theory-into-Practice (TIP) Exercises,” “Case Study” with “Case Discussion Questions,” and “Online “Resources”
  • Reflects the early impacts of the COVID-19 pandemic on human resource practices, including:
    • Workforce planning (Section 2.4)
    • Telecommuting (Section 4.4)
    • Impact on recruitment funnel (Section 5.3)
    • Remote interviews to avoid travel (Section 6.5)
    • Virtual training (Section 7.5)
    • Unemployment insurance and Coronavirus Aid, Relief, and Economic Security (CARES) Act (Section 10.3)
    • Paid time off and Families First Coronavirus Response Act (FFCRA) (Section 10.4)
    • Personal protective equipment (PPE) and social distancing (Section 13.3)
    • Emergency preparedness (Section 13.4)
  • All supplements are written by the author to ensure an excellent match with the book’s content. The Instructor's Manual includes suggested answer guidelines for all discussion questions and exercises.

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Mastering Human Resource Management is suitable for courses usually called introduction to human resource management, principles of human resource management, human resource administration, HR fundamentals, or similar titles taught primarily in undergraduate departments of business administration at two- and four-year colleges and universities. It may also be appropriate for use as a basic introduction at the master’s level.

Mastering Human Resource Management prepares students to enter the rapidly evolving work environment. It provides them with the state-of-the-art knowledge and skills that are needed to successfully recruit, develop, and retain top-performing talent. This first edition is distinguished by a fresh and practical approach to contemporary work situations that other books do not fully address. Mastering Human Resource Management’s key themes of talent analytics and employee engagement, combined with its explicit alignment with the Society for Human Resource Management (SHRM) and Human Resource Certification Institute (HRCI) curriculum guidelines, support a contemporary and professional competency from day one. Plentiful skill-building exercises ensure learners understand how to implement best practices. Pertinent and reliable expert scholarship supports the realistic, nuanced, and challenging case studies that are found throughout the text, some of which are drawn from the author’s own private sector work experiences. The result is a distinctive blend of research and practice that ensures students understand when to apply the right HR strategies.

  • About the Author
  • Acknowledgments
  • Dedication
  • Preface

    • Chapter 1: Human Resource Management: Challenges, Emerging Issues, and Roles

  • 1.1 Opening Case: Googleyness and Googlegeist
  • 1.2 Introduction to Human Resource Management
  • 1.3 The Changing Landscape of Human Resource Management
  • 1.4 Emerging Issues and Trends in HRM
  • 1.5 Responsibilities and Roles in HRM
  • 1.6 Careers in HRM
  • 1.7 Conclusion

    • Chapter 2: Strategy and Workforce Planning

  • 2.1 Opening Case: LUV Is Not Blind
  • 2.2 Strategic Planning
  • 2.3 Aligning HR with Strategy
  • 2.4 Workforce Planning
  • 2.5 Introduction to Talent Analytics
  • 2.6 Conclusion

    • Chapter 3: Equal Employment Opportunity

  • 3.1 Opening Case: You Didn't Catch Us in Time
  • 3.2 Equal Employment Opportunity (EEO)
  • 3.3 Federal Employment Laws
  • 3.4 Sexual Harassment
  • 3.5 Conclusion

    • Chapter 4: Job Analysis and Design

  • 4.1 Opening Case: Charming a Chatbot
  • 4.2 Job Analysis
  • 4.3 The Changing Nature of Work
  • 4.4 Job Design
  • 4.5 Work Teams
  • 4.6 Conclusion

    • Chapter 5: Talent Recruitment

  • 5.1 Opening Case: Recruiting the Best to Work for the Best
  • 5.2 The Recruitment Process
  • 5.3 The Recruitment Funnel
  • 5.4 Internal Recruitment Methods
  • 5.5 External Recruitment Methods
  • 5.6 Conclusion

    • Chapter 6: Talent Selection

  • 6.1 Opening Case: When Hiring Goes Wrong
  • 6.2 The Selection Process
  • 6.3 Initial Screening Methods
  • 6.4 Pre-Employment Testing
  • 6.5 Interviewing
  • 6.6 Conclusion

    • Chapter 7: Talent Development

  • 7.1 Opening Case: Level Up in Spark City
  • 7.2 Needs Assessment
  • 7.3 Training Methods
  • 7.4 Evaluating Learning Impact
  • 7.5 Employee Development
  • 7.6 Conclusion

    • Chapter 8: Performance Management and Appraisal

  • 8.1 Opening Case: A Performance Bucket List
  • 8.2 The Performance Appraisal Process
  • 8.3 Performance Appraisal Methods
  • 8.4 Reinventing Performance Management
  • 8.5 Conclusion

    • Chapter 9: Managing Compensation

  • 9.1 Opening Case: Work Hard, Have Fun, Make History
  • 9.2 Compensation Theories and Issues
  • 9.3 Job Evaluation Methods
  • 9.4 Legal Aspects of Compensation
  • 9.5 Pay for Performance
  • 9.6 Conclusion

    • Chapter 10: Managing Benefits

  • 10.1 Opening Case: Raising the Clif Bar
  • 10.2 Benefits Design
  • 10.3 Mandatory Employee Benefits
  • 10.4 Voluntary Employee Benefits
  • 10.5 Conclusion

    • Chapter 11: Employee Engagement

  • 11.1 Opening Case: Getting Employee Best Buy-In
  • 11.2 The Nature of Employee Engagement
  • 11.3 Measuring Employee Engagement
  • 11.4 Drivers of Employee Engagement
  • 11.5 Designing Employee Engagement Initiatives
  • 11.6 Conclusion

    • Chapter 12: Labor Relations and Employee Rights

  • 12.1 Opening Case: A Crude Case of Worker Demands
  • 12.2 An Overview of Labor Relations
  • 12.3 Government Regulation of Labor Relations
  • 12.4 The Labor Relations Process
  • 12.5 Employee Rights
  • 12.6 Conclusion

    • Chapter 13: Workplace Health, Safety, and Security

  • 13.1 Opening Case: The Best Laid Plans . . .
  • 13.2 Workplace Safety
  • 13.3 Employee Health
  • 13.4 Workplace Security
  • 13.5 Conclusion

    • Chapter 14: Global HRM

  • 14.1 Toyota Goes to the Hills of West Virginia
  • 14.2 The Environment of Global Human Resource Management (GHRM)
  • 14.3 Staffing Multinational Organizations
  • 14.4 Talent Development in GHRM
  • 14.5 Performance Management and Labor Relations in GHRM
  • 14.6 Conclusion
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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

    Test Bank Files for Import to Learning Management Systems

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    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.

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    Derek Crews Texas Woman's University

    Derek Crews (EdD Nova Southeastern University) is Professor of Management in the Merrilee Alexander Kick College of Business and Entrepreneurship at Texas Woman’s University. Derek’s certifications include Senior Certified Professional of the Society for Human Resource Management (SHRM-SCP) and Master Trainer; Development Dimensions International. He is a past president of the North Texas Society for Human Resource Management and past vice-president for Membership; Texoma Human Resource Management Association. He is also a graduate of Harvard University’s Institute for Management and Leadership in Education. Derek has been awarded the Alderson-Broaddus University Student Government Association Outstanding Faculty Award, the Research Excellence Award by Nova Southeastern University, and the Mary Mason Lyon Award by Texas Woman’s University, for excellence in teaching, scholarship, and service. Prior to his academic career, Derek served in various managerial and supervisory roles, including vice-president, Finance and Administration for Texas Parcel Service. He has consulted and provided training with organizations including the Texas Workforce Commission, Workforce Texoma, Texas A&M University, Gwinnett Technical College, Black & Decker, Alcoa, Texas Instruments, Tyson Foods, and Walmart. Derek writes two books with FlatWorld, Mastering Human Resource Management and Principles of Talent Development. His scholarly publications include articles published in International Journal of Productivity and Performance Management, International Journal of Human Resource Studies, International Journal of Business & Social Sciences, and Leadership & Organizational Management Journal. Derek can be reached at dcrews@twu.edu.

    Additions & Errata

    • Added alt text and long descriptions to a number of figures throughout the text to make them accessible (4/6/21).
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