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Features the latest theoretical approaches to strategic HRM, an increased focus on the impact of bottom line practices, a streamlined discussion of HRIS, and more discussion of how JR activities fit into a company's overall business strategy. Authors Fisher and Shaw from Bond University, Qld.

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• Contents
• Note: Each chapter begins with an HR Challenge and concludes with a Summary
• I Overview and Introduction
• 1 An Introduction to Human Resource Management
• A Definition of Human Resource Management
• A Brief History of Human Resource Management
• Human Resource Management Functions Recurring
• Recurring Themes in Human Resource Management
• Alternate Views of Human Resource Management
• Current and Future Challenges to Human Resource Management
• Jobs and Careers in Human Resource Management
• II Planning for Organizations, Jobs, and People
• 2 Strategic Human Resource Management
• Why Is Managing Human Resources So Important?
• What Is Strategic Human Resource Management (SHRM)?
• Transforming HR Staff and Structure Enhancing Administrative Efficiency
• Integrating HR into Strategic Planning
• Fitting HR Practices to Business Strategy and to One Another Partnership Measuring HRM
• Is Strategic HRM Really Worth All the Trouble?
• 3 Human Resource Planning What Is Human Resource Planning?
• Forecasting the Demand for Labor
• The Internal Supply of Labor
• The External Supply of Labor Planning Human Resource Programs
• 4 Job Analysis: Concepts, Procedures, and Choices
• Traditional Job Analysis
• The Job Analysis Process
• Phase 1 The Scope of the Job Analysis
• Phase 2 The Methods of Job Analysis
• Phase 3 Data Collection and Analysis
• Phase 4 Assessing Traditional Job Analysis Methods
• The "New Strategic View" of Job Analysis
• The Traditional and New Strategic Views of Job Analysis: Working Together
• Job Analysis: Adding Value to the Organization
• III Acquiring Human Resources
• 5 Equal Employment Opportunity: The Legal Environment
• The EEO Environment Discrimination Defined Legal and Regulatory Documents
• Enforcement of EEO Laws and Regulations Proving Illegal Discrimination Management's Response
• 6 Recruiting and Job Search
• Overview of the Recruitment Process
• Strategic Issues in Recruiting Internal Recruiting External Recruiting
• The Applicant's Point of View Evaluation and Benchmarking of Recruitment
• 7 Measurement and Decision-Making
• Issues in Selection Statistical Methods in Selection
• Reliability Validity Decision Making in Selection Utility of a Selection System
• 8 Assessing Job Candidates: Tools for Selection
• Overview of the Selection Process
• Application Blanks and Biodata Tests
• The Interview Physical Testing
• Reference and Background Checks
• Selecting Managers Criteria for Choosing Selection Devices
• IV Building Individual and Organizational Performance
• 9 Human Resource Development
• Human Resource Development: An Introduction
• The Needs Assessment Phase
• The Design and Development Phase
• The Evaluation Phase Human Resource Development in the Future
• 10 Human Resource Approaches to Improving Competitiveness
• The Competitive Imperatives: Productivity, Quality, Service, Speed, Innovation
• Learning Planning for Improved Competitiveness Major Organizational Approaches to Competitiveness Specific Interventions
• The Role of HRM in the New Workplace
• V Rewarding Employees
• 11 Performance Assessment and Management
• The Performance Assessment and Management
• Process Strategic Importance of Performance
• Assessment Functions of Performance Assessment Criteria for a Good Assessment
• System Deciding What Types of Performance to Measure
• Methods of Appraising Performance
• Raters of Employee Performance
• Contemporary Assessment
• Challenges Enhancing the Measurement of Employee Performance
• Feedback of Results: The Performance Assessment Interview
• 12 Compensation System
• Development Employee Satisfaction and Motivation
• Issues in Compensation Design
• Establishing Internal Equity: Job Evaluation Methods
• Establishing External Equity
• Establishing Individual Equity Legal Regulation of Compensation Systems
• Administering Compensation Systems
• The Issue of Comparable Worth
• 13 Incentive Compensation and Benefits Strategic
• Importance of Variable Pay Linking
• Pay to Performance
• Individual Incentives
• Group Incentives
• Barriers to Pay-for-Performance Success Summary: Making Variable Pay Successful Executive Compensation
• The Role of Benefits in Reward Systems Types of Benefits Issues in Indirect Compensation
• VI Maintaining Human Resources
• 14 Safety and Health: A Proactive Approach
• Occupational Safety and Health
• Legislation Management's Role in Safety and Health
• Safety and Health Issues in the Workplace
• Other Workplace-Related Health Issues
• Employee Assistance Programs Employee Fitness and Wellness Programs
• 15 Labor Relations and Collective
• Bargaining Collective Bargaining and Labor Relations in Context
• How Unions Are Formed: Organizing
• What Unions Do When They Are Formed: Collective Bargaining
• When Collective Bargaining Breaks Down: Impasse When the Meaning of the Contract Is in Dispute: The Grievance Procedure
• The Role of Labor Relations in Human Resource Management
• 16 Employment Transitions Career Paths and Career
• Planning Retirement Voluntary Turnover
• Involuntary Turnover Employment-at-Will
• Discipline Systems and Termination for Cause Retrenchment and Layoff
• VII Multinational Human Resource Management
• 17 Managing Human Resources in Multinational Organizations What Is IHRM?
• Managing Human Resources in a Foreign Subsidiary IHRM: The View from Headquarters Expatriate Managers
• Training Expatriates Appraising the Performance of Expatriates
• Paying Expatriates Expatriate Reentry IHRM: Adding Value in the Global Business Environment?