We use cookies to enhance your experience on our website. By continuing to use our website, you are agreeing to our use of cookies. You can change your cookie settings at any time. Find out more
  • Purchase
  • Send feedback
  • Also available as:

    Ebook

Cover

Managing Human Resources

Twelfth edition

Susan E. Jackson, Randall S. Schuler, and Steve Werner

Publication Date - November 2017

ISBN: 9780190857561

736 pages
Hardcover
8 x 10 inches

In Stock

Retail Price to Students: $199.95

A well-respected, thematically focused text that explains how successful companies manage human resources in order to compete effectively in a dynamic, global environment

Description

Clear and well-integrated, Managing Human Resources uses the authors' well-established Integrative Framework for Managing Human Resources to describe specific human resource (HR) activities including recruitment, training, performance management, and compensation. An important learning objective for students using Managing Human Resources is to develop an understanding of how the many specific HR activities can work together as a system that improves organizational effectiveness. This edition is a significantly revised and improved version of a title previously published by Cengage Learning.

Features

  • Three new chapters: Chapter 2, "Formulating and Implementing Human Resource Management Strategies," Chapter 5, "Managing Talent through Workforce Planning, Recruitment, and Retention," and Chapter 14, "Managing Globalization"
  • Five important themes: Each chapter includes feature boxes highlighting five current themes in managing human resources: new technologies; metrics and analytics; ethics and corporate social responsibility; diversity and inclusion; and teams
  • The HR Triad: Within each chapter, the HR Triad feature details the roles and responsibilities of line managers, HR professionals, and other employees, emphasizing the importance of collaboration for effectively managing an organization's human resources
  • End-of-chapter cases: Short cases provide students with an opportunity to apply what they have learned to analyze HR management challenges and suggest improvements
  • Projects to Extend Learning: Students are encouraged to actively engage with chapter content through intensive case studies, internet research, and experiential activities
  • Certification Preparation: The text's comprehensive coverage can be used to help students prepare for the exams required for PHR/SPHR certification and SHRM-CP/SHRM-SCP certification

About the Author(s)

Susan E. Jackson is Distinguished Professor of Human Resource Strategy in the School of Management and Labor Relations at Rutgers University, and Visiting Scholar at University of Lucerne, Switzerland.

Randall S. Schuler is Distinguished Professor of International Human Resource Management and Human Resource Strategy in the School of Management and Labor Relations at Rutgers University, and Visiting Scholar at University of Lucerne, Switzerland.

Steve Werner is Professor of Management and Department Chair of the Management Department in the C.T. Bauer College of Business at the University of Houston.

Reviews

"It is a well-prepared and content-rich textbook. It addresses the current state of HR--including the strategic need for HR, important role of HR in the organization, and the influences both internal and external which drive HR practice. This edition recognizes the changing nature of HR and the external factors which influence and impact HR practice." --Kevin J. Jones, Indiana University

"I have used the book for many years because of the integration of strategy and HR. It also provides students with an overview of the key areas within HR. It is challenging but accessible. I've been using it for years and will continue."--Mitchell Langbert, Brooklyn College School of Business

Table of Contents

    Preface
    Acknowledgements


    Chapter 1: Managing Human Resources

    The Strategic Importance of Managing Human Resources
    Satisfying Multiple Stakeholders
    Owners and Investors
    Society

    Customers
    Other Organizations

    Organizational Members (The Employees)

    Gaining and Sustaining a Competitive Advantage
    Employees Who Are a Source of Added Value
    Employees Who Are Rare
    Human Resources That Can't Be Copied

    A Framework for Managing Human Resources
    The Importance of HRM Strategies and the Organization's External and Internal Environments
    Activities for Managing Human Resources

    The HR Triad
    HR Professionals Provide Special Expertise
    Line Managers
    Employees Share Responsibility


    The HR Triad: Roles and Responsibilities for Managing Human Resources

    Looking Ahead: Five Special Themes
    Managing with Teams
    Managing with Diversity and Inclusion
    Managing with Ethics and Corporate Social Responsibility
    Managing with New Technologies

    Managing with Metrics and Analytics

    Current Issues
    The Changing Role of HR
    Employee Engagement

    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning
    Case Study: Can Knights Satisfy All of Its Stakeholders and Survive?

    Chapter 2: Formulating and Implementing Human Resource Management Strategies
    The Importance of Formulating and Implementing an HR Strategy
    Elements of the Environment for Managing Human Resources
    Formulating and Implementing an HRM Strategy

    The HR Triad
    The HR Triad: Roles and Responsibilities for Formulating and Implementing HRM Strategies

    Understanding the External Environment
    The Economic Landscape
    The Demographic Landscape

    The Socio-Cultural Landscape
    The Political Landscape

    Understanding the Internal Environment
    Technology
    Company Culture
    Business Strategies
    Financial, Organizational, Reputation, and Human Resources

    HRM Strategies
    Strategic Alignment
    Types of HRM Strategies

    HRM Strategy Formulation
    Aligning HRM Strategy Formulation with the Business Strategy
    Specifying Strategic Objectives
    Designing an Integrated HRM
    System to Achieve Strategic Objectives

    HRM Strategy Implementation
    Reasons for Resistance
    Overcoming Resistance

    Review and Revise

    Current Issues
    Managing a Multi-generational Workplace
    Mergers and Acquisitions


    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning
    Case Study: Levi Strauss & Company

    Chapter 3: Ensuring Fair Treatment And Legal Compliance
    The Strategic Importance of Fairness and Legal Compliance
    Society's Concerns about Fairness
    Concerns of the Labor Force
    Customers Win When Employers Treat Employees Fairly

    The HR Triad
    HR Professionals
    The HR Triad: Roles and Responsibilities to Ensure Fair Treatment and Legal Compliance
    Line Managers
    Other Employees

    What Fairness Means to Employees
    Distributive Justice
    Procedural Justice
    Interactional Justice
    Reactions to Unjust Treatment

    The Legal Landscape
    Societal Factors
    Laws

    Executive Orders
    Agencies
    Courts
    Company Responses

    Title VII of the Civil Rights Act
    The EEOC
    Categories of Discrimination Covered by Title VII

    Harassment
    Defending Discrimination Allegations

    Other Discrimination Laws
    Age Discrimination in Employment Act
    Americans with Disabilities Act
    Genetic Information Non-Discrimination Act
    Executive Orders 11246, 11375, 11478, and 13672

    Settling Disputes
    Company Grievance Procedures
    Mediation and Arbitration

    Using Courts to Settle Disputes

    Diversity and Inclusion Initiatives for Ensuring Fair Treatment
    Who is Covered by Diversity and Inclusion Initiatives
    A Culture of Inclusion
    Evaluating the Effectiveness of Diversity and Inclusion Initiatives
    Economic Benefits of Diversity

    Current Issues
    Sexual Orientation
    Autism in the Workplace

    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning
    Case Study: United Way and the Boy Scouts of America

    Chapter 4: Using Job Analysis and Competency Modeling
    The Strategic Importance of Job Analysis and Competency Modeling
    Foundation for an Integrated HRM System
    Changing Cultures and Implementing New Strategies

    Adopting New Technology
    Complying with Laws and Regulations


    The HR Triad
    The HR Triad: Partnership Roles in Job Analysis and Competency Modeling

    Specific Terminology
    Positions, Jobs, and Occupations
    Job Analysis
    Competency Modeling
    Job Descriptions and Job Specifications
    Career Paths


    Sources of Information Used in Job Analysis and Competency Modeling
    Job Incumbents
    Supervisors
    Trained Job Analysts
    Customers

    Methods of Collecting Information
    Individual and Group Interviews
    Observations
    Questionnaires

    Standardized Approaches to Job Analysis
    Time-and-Motion Studies
    Ergonomic Analysis
    Occupational Information
    Network (O*NET)
    Position Analysis Questionnaire
    Management Position Description Questionnaire

    Customized Approach to Job Analysis
    Developing a Customized Inventory
    Analyzing and Interpreting the Data
    Advantages and Disadvantages


    Analyzing Needed Competencies
    Standardized Approach
    Customized Approach
    Competency Inventories


    Current Issues
    The Decline of Job Analysis?
    The Importance of Documenting Competency Modeling

    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning
    Case Study: Job Descriptions at HITEK

    Chapter 5: Managing Talent Through Workforce Planning, Recruitment, And Retention
    The Strategic Importance of Managing Talent through Workforce Planning, Recruitment, and Retention
    Improving Productivity
    Reducing Labor Costs
    Staying Competitive


    Workforce Planning, Recruitment, and Retention within an Integrated HRM System
    Other HR Activities
    The External and Internal Environments

    The HR Triad
    HR Professionals
    Line Managers
    The HR Triad: Roles and Responsibilities for Managing Talent
    Other Employees

    Workforce Planning
    Workforce Forecasts
    Succession Planning

    Recruiting Sources and Methods
    Recruiting from the Internal Labor Market
    Recruiting from the External Labor Market
    Attracting Unconventional Employees

    Using Metrics and Analytics to Manage the Talent Supply Chain

    Recruitment from the Applicant's Perspective
    Company Reputation
    The Recruitment Experience

    Perceptions of Fit
    Ethical Recruiting Practices


    Talent Retention
    Understanding the Reasons for Turnover
    Reducing Unwanted Turnover


    Current Issues
    Avoiding Layoffs
    Recruitment and Retention of Older Workers

    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning
    Case Study: Downsizing--Anathema to Corporate Loyalty

    Chapter 6: Selecting Employees to Fit the Job and Organization
    The Strategic Importance of Selecting Employees to Fit the Job and the Organization
    Obtaining a Capable Workforce
    Company Reputation

    Maximizing the Economic Utility of Selection Practices

    Selection within an Integrated HRM System
    Other HR Activities
    The External and Internal Environments

    The HR Triad
    The HR Triad: Roles and Responsibilties for Selecting Employees
    Line Managers
    HR Professionals
    Other Employees

    Designing the Selection Process
    Establish the Criteria of Interest
    Choosing Predictors

    Choosing Assessment Techniques
    Deciding When to Measure Each Predictor
    Synthesizing Information to Choose Appropriate Candidates


    Techniques for Screening Job Applicants
    Personal History Assessments
    Background Verification and Reference Checks
    Medical Tests

    Job Interviews
    Screening Job Interviews
    Structured
    Job Interviews
    Unstructured Job Interviews
    Panel Interviews
    Video Interviews
    Interview Effectiveness

    Other Techniques for Assessing Screened Job Applicants
    Ability Tests
    Job Knowledge Tests
    Personality Tests
    Work Simulations
    Assessment Centers


    Current Issues
    Affirmative Action
    Controversial Predictors


    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning
    Case Study: Selecting Patient Escorts

    Chapter 7: Training and Developing a Competitive Workforce
    The Strategic Importance of Training and Developing a Competitive Workforce
    Improving Competitiveness
    Improving Productivity
    Increasing Employee
    Attraction, Retention, and Motivation

    Training and Development Practices Within the Integrated HRM System
    Other HR Activities
    The External and Internal Environments

    The HR Triad
    Line Managers
    The HR Triad: Roles and Responsibilities in Training and Development
    Other Employees
    HR Professionals

    Determining Training and Development Needs
    Organizational Needs Analysis
    Job Needs Analysis
    Person Needs Analysis

    Demographic Needs Analysis

    Learning Objectives
    Determining Learning Objectives
    Improving Cognitive Knowledge

    Developing Skills
    Influencing Affective Responses
    Encouraging Ethical Behavior
    Team Building


    Determining Who Provides the Training
    Supervisors and Other Managers
    Coworkers
    Internal or External Subject Matter Experts
    The Trainee


    Determining the Format for Training and Development Activities
    E-Learning
    On-the-Job

    On-Site but Not On-the-Job
    Off-the-Job


    Creating Conditions That Will Maximize Learning
    Set the Stage for Learning
    Create Conditions to Increase Learning During Training
    Maintaining Performance after Training

    Evaluating Training Effectiveness
    Trainee reactions
    Trainee learning
    Trainee behaviors
    Performance outcomes
    Return on investment


    Current Issues
    Diversity Training
    Using Gamification for Training

    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning
    Case Study: Seeing the Forest and the Trees

    Chapter 8: Conducting Performance Management
    The Strategic Importance of Conducting Performance Management
    Enhance Motivation
    Improve Individual and Organizational Performance
    Support Strategic Objectives


    Performance Management within an Integrated HRM System
    The Internal Environment
    The External Environment
    Other HR Activities

    The HR Triad
    Line Managers
    The HR Triad: Roles and Responsibilities for Managing Performance
    Other Employees
    HR Professionals


    What to Measure
    Personal Traits
    Behaviors

    Objective Results
    Multiple Criteria


    When to Measure Performance
    Focal-Point Approach
    Anniversary Approach
    Natural Time Span of the Job Approach
    Continuous Approach

    Who Participates
    Supervisors
    Self-Appraisal
    Peers
    Subordinates

    Customers
    360-Degree Appraisals
    Crowdsourced Feedback


    How to Measure Performance
    Comparative Formats
    Absolute Standards Formats
    Results-Based Formats
    Ratingless Appraisals

    The Rating Process
    Rating Errors
    Improving Rater Accuracy


    Providing Feedback
    Understanding Attributions
    Timing
    Preparation
    Content of the Discussion

    Follow-Up
    When Nothing Else Works


    Current Issues
    Monitoring through Technology
    Focusing on Development


    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning
    Case Study: Crowdsourcing Feedback

    Chapter 9: Developing an Approach to Total Compensation
    The Strategic Importance of Total Compensation
    Attract, Motivate, and Retain Talent
    Implement the Business Strategy
    Improve Productivity
    Contain Costs


    Total Compensation Within the Integrated HRM System
    Other HR Activities
    The External Environment
    The Internal Environment

    The HR Triad
    HR Professionals
    The HR Triad: Roles and Responsibilities for Total Compensation
    Line Managers
    Other Employees

    Establish the Internal Value of Jobs
    Objectives of Job Evaluation
    Job Ranking Methods of Job
    Evaluation
    Job Classification Method of Job Evaluation
    Point-Factor Rating Method of Job Evaluation

    Competency-Based Methods of Job Evaluation
    Skill-Based Pay

    Use External Market Rates to Set Pay Levels
    Step 1: Determine External Market Pay Rates
    Step 2: Establish the Market Pay Policy
    Step 3: Set the Organization Pay Policy

    Design the Internal Pay Structure
    Job-Based Pay Grades and Ranges
    Competency-Based Pay Structure
    Skill-Based Pay Structure


    Make Adjustments
    Balancing Internal and External Equity
    Changes over Time
    Achieving Individual Equity


    Current Issues
    Raising the Minimum Wage
    Executive Compensation


    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning

    Chapter 10: Using Performance-Based Pay to Achieve Strategic Objectives
    The Strategic Importance of Using Performance-Based Pay
    Support Strategic Objectives
    Manage Labor Costs
    Attract, Retain, and Motivate Talent


    Performance-Based Pay Within an Integrated HRM System
    Other HR Activities
    The Internal Environment
    The External Environment

    The HR Triad
    The HR Triad: Roles and Responsibilities for Using Performance-Based Pay to Achieve Strategic Objectives
    Line Managers and HR Professionals
    Other Employees

    Design Choices for Performance-Based Pay
    Types of Performance-Based Pay
    Rewards

    Performance Measures
    Linking Performance to Rewards

    Implementation Issues
    Evaluating Effectiveness
    Gaining Employee Acceptance


    Recognition Awards
    Spot Awards
    Peer-to-Peer Awards
    Awards for Suggestions


    Merit Pay
    Performance Measures
    Rewards
    Linking Performance to Pay


    Incentive Pay
    Individual Incentives
    Team Incentives
    Companywide Incentives

    Pay That Puts Earnings at Risk
    Commissions
    Stock ownership

    Current Issues
    New Uses of Analytics
    Ethical Considerations


    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning

    Chapter 11: Providing Benefits
    The Strategic Importance of Providing Employee Benefits
    Increase Productivity
    Contain Costs
    Improve Attraction and Retention
    Support Business Strategies


    Employee Benefits Within an Integrated HRM System
    Other HR Activities
    The External Environment

    The Internal Environment

    The HR Triad
    The HR Triad: Roles and Responsibilities for Benefits

    Mandatory Benefits
    Social Security Insurance
    Unemployment Compensation
    Workers' Compensation and Disability Insurance
    Family and Medical Leave


    Voluntary Benefits: Retirement Savings Plans and Pensions
    Defined Benefit Plans
    Defined Contribution Plans

    Cash Balance Plans
    Legal Considerations


    Voluntary Benefits: Health Care
    Medical Care
    Wellness Programs
    Employee
    Assistance Programs

    Voluntary Benefits: Paid Leave
    Off-the-Job Paid Leave
    On-the-Job Paid Leave

    Voluntary Benefits: Work/Life and Other Benefits
    Work/Life Benefits
    Other Voluntary Benefits

    Administrative Issues in Management Employee Benefits
    What to Include in the Benefits Package
    Determining the Level of Flexibility
    Communicating the Benefits Offered to Employees


    Current Issues
    Containing the Escalating Cost of Health Care
    The Patient Protection and Affordable Care Act of 2010


    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning
    Case Study: Who's Benefiting?

    Chapter 12: Promoting and Improving Employee Safety, Health, and Well-Being
    The Strategic Importance of Workplace Safety, Health, and Well-Being
    Enhance Productivity
    Contain Costs
    Attract and Retain Talent
    Support Business Strategy


    Promoting and Improving Safety, Health, and Well-Being Within an Integrated HRM System
    Other HR Activities
    The Internal Environment
    The External Environment

    The HR Triad
    The HR Triad: Roles and Responsibilities in Promoting Workplace Safety, Health, and Well-Being

    Workplace Safety Hazards
    Occupational Accidents
    Occupational Injuries
    Workplace Violence

    Workplace Hazards to Health and Well-Being
    Occupational Illnesses
    Hazards to Mental Health
    Workplace Stressors

    Job Burnout
    Workplace Bullying

    Interventions to Promote and Improve Workplace Safety
    Measuring and Monitoring Safety
    Accident Prevention
    Injury Prevention
    Violence Prevention

    Interventions to Promote and Improve Employee Health and Well-Being
    Measuring and Monitoring Health and Well-Being
    Illness Prevention
    Wellness Programs
    Employee Assistance Programs
    Stress Management
    Assessing Intervention Effectiveness


    Current Issues
    Privacy
    Dealing with the Use of Marijuana


    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning
    Case Study: Who's There on the Line?

    Chapter 13: Understanding Unionization And Collective Bargaining
    The Strategic Importance of Unionization and Collective Bargaining
    Flexibility
    Costs
    Attracting, Retaining, and Motivating Employees
    Productivity
    Profitability

    Unionization and Collective Bargaining Within the Integrated HRM System
    Other HR Activities
    The Internal Environment

    The External Environment
    Unions
    The Legal and Political Landscape
    The Economic Landscape
    The Demographic Landscape
    The Socio-Cultural Landscape

    The Extended HR Triad
    Unions
    The Extended HR Triad: Roles and Responsibilities in Unionization and Collective Bargaining
    Other Employees, Line Managers, and HR Professionals

    Attraction to Unionization
    Dissatisfaction
    Lack of Power
    Management Efforts
    to Satisfy Employees and Prevent Unionization
    Union Efforts to Increase Perceived Union Instrumentality

    Union Certification Process
    Soliciting Employee Support
    Determining the Bargaining Unit
    Pre-Election Campaign
    Election, Certification, and Decertification


    The Collective Bargaining Process
    Types of Bargaining
    Negotiating the Agreement
    Issues for Negotiation
    Conflicts and Their Resolution

    Maintenance and Evaluation
    Contract Administration
    Evaluating Effectiveness

    Current Issues
    Worker Centers
    The Power of Public Sector Unions

    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning
    Case Study: The Union's Strategic Choice

    Chapter 14: Managing Human Resources Globally
    The Strategic Importance of Managing Human Resources Globally
    Growth
    Reducing Costs

    Improving Competitiveness
    Attracting, Retaining, and Motivating Employees

    The HR Triad
    HR Professionals
    The HR Triad: Roles and Responsibilities for Managing Human Resources Globally
    Line Managers
    Other Employees

    Navigating the Global Landscape within the Integrated HRM System
    Regional Trade Zones
    International Organizations

    The Global Landscape and Other Aspects of the External Environment
    The Socio-Cultural Landscape
    The Political Landscape
    The Legal Landscape

    The Economic Landscape
    The Demographic Landscape


    The Global Landscape and the Internal Environment
    Business Strategy
    Technology
    Company Culture
    Other Resources


    Managing Human Resources Globally by Adapting to National Differences
    National Differences in Selection
    National Differences in Training and Development
    National Differences in Performance Management
    National Differences in Compensation and Benefits

    National Differences in Unionization and Collective Bargaining

    Managing Human Resources Globally by Integrating across Nations
    Integrating Talent Management Globally
    Integrating Selection across Nations
    Integrating Training and Development across Nations
    Integrating Performance Management across Nations
    Integrating Compensation and Benefits across
    Nations
    Integrating Unionization and Collective Bargaining across Nations

    Managing Human Resources Globally by Balancing Standardization and Localization
    Balancing Standardization and Localization in Recruitment and Selection
    Balancing Standardization and Localization in Compensation and Benefits

    Current Issues
    The End of Globalization?
    Safety and Security for Employees Abroad


    Chapter Summary with Learning Goals
    Terms to Remember
    Questions for Discussion and Reflective Thinking
    Projects to Extend Your Learning

    Endnotes
    Credits
    Index

Related Titles