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Framework for Human Resource Management, A, 7th edition

Published by Pearson (July 3, 2012) © 2013

  • Gary Dessler Florida International University

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For undergraduate and graduate courses in human resource management.

A concise yet thorough review of essential HR management conceptsA Framework for Human Resource Management, 7th Edition provides students and practicing managers with a concise yet thorough review of essential HR management concepts -- including fundamental practices, methods, topics, and relevant legal findings -- in a highly readable and accessible format.

Updates for this title are now available for download now.

Getting to the point–A Concise Overview for All Managers. The focus of this text is to make the information relevant to students of management–not just those who will specialize in human resources. In 390 pages and 10 chapters, this text covers the broad spectrum of basic HR practice, concepts, and techniques by distilling the essential HR material that the larger books contain and giving professors a more concise option to work with.
Making the connection–Realism. Each chapter of this text touches on, or provides examples of, how managers strategically use HR practices and technology in today’s business environment. The end-of-chapter material also includes case incidents and 5 comprehensive cases to help students make the connection between theory and real-world application.
Dozens of new topics. Reliability, validity, generalizability, utility, person-job fit, bias, using the standard deviation rule in equal employment compliance, retaliation, job satisfaction and withdrawal, managing voluntary turnover, management’s willingness to take a strike, cross training, and job hazard analysis.
Expanded coverage of strategic human resource management in Chapter 1, including discussions of HR Scorecards and strategy maps.
A new boxed feature, HR as a Profit Center, in most chapters presents actual examples of how human resource managers added measurable value to their companies. In addition, continuing their use from the 6th edition, the separate HR in Practice features provide all managers—not just HR managers—with actionable HR tools and guidelines.
A completely revised Chapter 8, now titled Managing Employee Ethics, Engagement, Retention, and Fair Treatment, which includes discussions of employee engagement, withdrawal, and retention, as well as managing ethics, and a new presentation (in Chapter 7) of how to create a market-competitive pay structure.
Expanded treatment of Career Management in Chapter 6 (Performance Management, Appraisals, and Careers) and of the ADDIE training process in Chapter 5 (Training and Developing Employees).
A new end-of-book module on Practical HR Tools for Managers, focusing on nuts-and- bolts human resource management tools, guidelines, and systems all managers can use, for instance, to comply with EEOC interview question guidelines. This module replaces the 6th edition’s International HR module, with international HR issues still covered in special boxed features in most chapters.
Nine new videos with discussion questions and a synopsis for each video included at the end of each part of the textbook.
Dozens of new topics. Reliability, validity, generalizability, utility, person-job fit, bias, using the standard deviation rule in equal employment compliance, retaliation, job satisfaction and withdrawal, managing voluntary turnover, management’s willingness to take a strike, cross training, and job hazard analysis.
Expanded coverage of strategic human resource management in Chapter 1, including discussions of HR Scorecards and strategy maps.
A new boxed feature, HR as a Profit Center, in most chapters presents actual examples of how human resource managers added measurable value to their companies. In addition, continuing their use from the 6th edition, the separate HR in Practice features provide all managers—not just HR managers—with actionable HR tools and guidelines.
A completely revised Chapter 8, now titled Managing Employee Ethics, Engagement, Retention, and Fair Treatment, which includes discussions of employee engagement, withdrawal, and retention, as well as managing ethics, and a new presentation (in Chapter 7) of how to create a market-competitive pay structure.
Expanded treatment of Career Management in Chapter 6 (Performance Management, Appraisals, and Careers) and of the ADDIE training process in Chapter 5 (Training and Developing Employees).
A new end-of-book module on Practical HR Tools for Managers, focusing on nuts-and- bolts human resource management tools, guidelines, and systems all managers can use, for instance, to comply with EEOC interview question guidelines. This module replaces the 6th edition’s International HR module, with international HR issues still covered in special boxed features in most chapters.
Nine new videos with discussion questions and a synopsis for each video included at the end of each part of the textbook.

Table of Contents

PART I Introduction

  • Chapter 1 Managing Strategic Human Resources Today
    • What Is Human Resource Management?
    • Trends Influencing Human Resource Management
    • The New Human Resource Managers
    • Strategic Human Resource Management
    • The Plan of This Book
    • CASE INCIDENT: Jack Nelson’s Problem
    • CONTINUING CASE: Carter Cleaning Company
    • EXPERIENTIAL EXERCISE: Helping “The Donald”
  • Chapter 2 Managing Equal Opportunity and Diversity
    • Selected Equal Employment Opportunity Laws
    • Defenses Against Discrimination Allegations
    • Illustrative Discriminatory Employment Practices
    • The EEOC Enforcement Process
    • Diversity Management and Affirmative Action Programs
    • CASE INCIDENT: A Case of Racial Discrimination?
    • CONTINUING CASE: Carter Cleaning Company
    • EXPERIENTIAL EXERCISE: Too Informal?
    • VIDEO CASE: Human Resource Management (At Patagonia)
    • VIDEO CASE: Equal Employment (UPS)

PART II Recruiting and Placing Employees

  • Chapter 3 Personnel Planning, Recruiting, and Talent Management
    • The Talent Management Framework
    • The Basics of Job Analysis
    • The Recruitment and Selection Process
    • Workforce Planning and Forecasting
    • Recruiting Job Candidates
    • Developing and Using Application Forms
    • CASE INCIDENT: Finding People Who Are Passionate about What They Do
    • CONTINUING CASE: Carter Cleaning Company
    • APPENDIX: Enrichment Topics in Job Analysis
  • Chapter 4 Testing and Selecting Employees
    • The Basics of Testing and Selecting Employees
    • Using Tests at Work
    • Interviewing Prospective Employees
    • Using Other Selection Techniques
    • CASE INCIDENT: The Tough Screener
    • CONTINUING CASE: Carter Cleaning Company
    • EXPERIENTIAL EXERCISE: The Most Important Person You’ll Ever Hire
  • Chapter 5 Training and Developing Employees
    • Orienting Employees
    • The Training Process
    • Implementation: Training Techniques
    • Managerial Development and Training
    • Managing Organizational Change and Development
    • Evaluating the Training Effort
    • CASE INCIDENT: Reinventing the Wheel at Apex Door Company
    • CONTINUING CASE: Carter Cleaning Company
    • EXPERIENTIAL EXERCISE: Flying the Friendlier Skies
    • VIDEO CASE: Recruiting at Hautelook
    • VIDEO CASE: Employee Testing and Selection at Patagonia
    • VIDEO CASE: Training at Wilson Learning

PART III Appraising and Compensating Employees

  • Chapter 6 Performance Management, Appraisals, and Careers
    • Basic Concepts in Performance Appraisal and Management
    • Basic Appraisal Methods
    • Practical Suggestions for More Effective Appraisals
    • Coaching and Career Management
    • Performance Management
    • Talent Management Practices for Strategic Employee Appraisals
    • CASE INCIDENT: Appraising the Secretaries at Sweetwater U
    • CASE INCIDENT: Back with a Vengeance
    • CONTINUING CASE: Carter Cleaning Company
    • EXPERIENTIAL EXERCISE: Appraising an Instructor
  • Chapter 7 Compensating Employees
    • What Determines How Much You Pay?
    • How to Create a Market-Competitive Pay Plan
    • Incentive Plans
    • Employee Benefits
    • Current Compensation Trends
    • CASE INCIDENT: Salary Inequities at Acme Manufacturing
    • CONTINUING CASE: Carter Cleaning Company
    • EXPERIENTIAL EXERCISE: Ranking the College’s Administrators’ Jobs
    • VIDEO CASE: Compensation (Focus Pointe)
    • VIDEO CASE: Performance Management California Health Foundation
    • VIDEO CASE: Joie de Vivre Hospitality: Pay for Performance and Financial Incentives

PART IV Employee Rights and Safety

  • Chapter 8 Managing Employee Ethics, Engagement, Retention, and Fair Treatment
    • Ethics and Fair Treatment at Work
    • Managing Discipline and Privacy
    • Managing Dismissals
    • Managing Voluntary Employee Turnover and Retention
    • Employee Engagement
    • CASE INCIDENT: Enron, Ethics, and Organizational Culture
    • CONTINUING CASE: Carter Cleaning Company
    • EXPERIENTIAL EXERCISE: To Discipline or Not?
  • Chapter 9 Managing Labor Relations and Collective Bargaining
    • The Labor Movement
    • Unions and the Law
    • The Union Drive and Election
    • The Collective Bargaining Process
    • What’s Next for Unions?
    • CASE INCIDENT: Negotiating with the Writers Guild of America
    • CONTINUING CASE: Carter Cleaning Company
    • EXPERIENTIAL EXERCISE: The Union-Organizing Campaign at Pierce U
  • Chapter 10 Protecting Safety and Health
    • Employee Safety and Health: An Introduction
    • What Causes Accidents?
    • How to Prevent Accidents
    • Workplace Health Hazards: Problems and Remedies
    • CASE INCIDENT: The New Safety and Health Program
    • CONTINUING CASE: Carter Cleaning Company
    • EXPERIENTIAL EXERCISE: Checking for Unsafe Conditions
    • VIDEO CASE: Union-Management Relations (UPS)
    • VIDEO CASE: Safety (California Health Foundation)
    • Module A Practical HR Tools, Guidelines, and Systems for Managers

Appendix

Glossary

Notes

Name Index

Subject Index

Gary Dessler has degrees from New York University, Rensselaer Polytechnic Institute, and the Baruch School of Business of the City University of New York. Dr. Dessler’s best-selling Human Resource Management is also available in more than 10 languages including Russian and Chinese. Dessler’s other books include Framework for Human Resource Management, Fundamentals of Human Resource Management, Managing Now, Management: Modern Principles and Practices for Tomorrow’s Leaders, and Winning Commitment: How to Build and Keep a Competitive Workforce. He has published articles on employee commitment, leadership, supervision, and quality improvement in journals including the Academy of Management Executive, SAM Advanced Management Journal, Supervision, Personnel Journal, and International Journal of Service Management. As a Founding Professor at Florida International University, Dessler served for many years in its College of Business as Professor of Business, Associate Dean, and Chairman of the Management and International Business department, teaching courses in human resource management, strategic management, and management. For the past few years, Dessler has focused on his research and textbook writing, and on giving lectures, seminars, and courses in Asia and around the world on topics including strategic management, modern human resource management, evidence-based human resource management, and talent management.

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