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
