KEY BENEFIT This book seeks to help students understand the dynamic and exciting environment of human resources (HR) management and the complex decisions that all managers must make when managing employees.KEY TOPICS Managing Employees for Competitive Advantage; Organizational Demands and Environmental Influences; Legal Compliance; Job Design; Workforce Planning; Recruitment; Selection; Training and Development; Performance Management; Compensation; Incentives and Rewards; Employee Benefits, Health, and Wellness; Labor Unions and Employee Management; Creating High Performance Organizations For business professionals looking to understand the dynamic and exciting environment of human resources (HR) management and the complex decisions that all managers must make when managing employees. The focus is on focuses managing employees rather than managing the HR function.About the Author:
David Lepak is Professor of Human Resource Management and Chairperson of the Human Resource Management department in the School of Management and Labor Relations at Rutgers University. He received his PhD in management from the Pennsylvania State University. He teaches and conducts research on a variety of human resource topics with an emphasis on strategic human resource management and has presented his research to domestic and international audiences. He is associate editor of Academy of Management Review and has served on the editorial boards of Academyof Management Journal, Journal of Management, Human Resource Management, British Journal of Management, and Journal of Management Studies. Mary Gowan is Professor of Management and Dean of the Martha and Spencer Love School of Business at Elon University. She received her PhD in business administration from the University of Georgia. In addition to her administrative responsibilities as a dean, she teaches and conducts research in human resource management with a focus on career management and international human resources. She has published her research in academic and practitioner journals, is on the editorial review boards of the Journal of Management and Human Resource Management. She is also a member of the SHRM Foundation Board, the Alamance Country Chamber of Commerce, and the Piedmont Triad Leadership Initiative. Her consulting experience is with major corporations such as Lockheed-Martin and Harris Teeter Corporation as well as with government and nonprofit agencies.
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Descripción Prentice Hall, 2008. Estado de conservación: New. Brand New, Unread Copy in Perfect Condition. A+ Customer Service! Summary: CHAPTER 1 MANAGING EMPLOYEES FOR COMPETITIVE ADVANTAGE MANAGING EMPLOYEES What's In a Name? The Costs and Benefits of Managing HR FRAMEWORK FOR THE STRATEGIC MANAGEMENT OF EMPLOYEES PRIMARY HR ACTIVITIES Work Design and Workforce Planning Job Design Workforce Planning Managing Employee Competencies Recruitment Selection Training Managing Employee Attitudes and Behaviors Performance Management Compensation and Incentives Employee Benefits, Health, and Wellness HR Activities Alignment HR CHALLENGES Challenge 1 Meeting Organizational Demands Strategy Company Characteristics Organizational Culture Employee Concerns Challenge 2 Environmental Influences Labor Force Trends Technology Globalization Ethics and Social Responsibility Challenge 3 Legal Compliance THE PLAN FOR THIS BOOK Part 1 HR Challenges Part 2 Work Design and Workforce Planning Part 3 Managing Employee Competencies Part 4 Managing Employee Attitudes and Behaviors Part 5 Special Topics Summary Key Terms Discussion Questions Learning Exercise Case Study The New Job PART ONE: HR CHALLENGES CHAPTER 2 ORGANIZATIONAL DEMANDS AND ENVIRONMENTAL INFLUENCES THE IMPORTANCE OF CONTEXT MEETING ORGANIZATIONAL DEMANDS Strategy Low Cost Strategy and Managing Employees Differentiation Strategy and Managing Employees Company Characteristics Company Size Stage of Development Organizational Culture Employee Concerns Work / Life Balance Justice ENVIRONMENTAL INFLUENCES Labor Force Trends The Aging Workforce Demographic Diversity Technology Globalization International Strategies Global Factors Implications of Global Factors on Managing Employees Ethics and Social Responsibility Summary Key Terms Discussion Questions Learning Exercise Case Study - Kay Johnson at Human Capital Consultants (HCC) CHAPTER 3: LEGAL COMPLIANCE EQUAL EMPLOYMENT OPPORTUNITY AND OTHER WORKPLACE LAWS INTRODUCTION TO EQUAL EMPLOYMENT OPPORTUNITY AND DISCRIMINATION Protected Classification Bona Fide Occupational Qualification and Business Necessity Discriminatory Practices Disparate Treatment Disparate Impact Harassment Retaliation EQUAL EMPLOYMENT LEGISLATION Equal Pay Act of 1963 Title VII of the Civil Rights Act of 1964 Race and Color Discrimination Religious Discrimination Gender Discrimination National Origin Discrimination Civil Rights Act of 1991 Age Discrimination in Employment Act of 1967 Americans with Disabilities Act of 1990 Pregnancy Discrimination Act of 1978 EEO RESPONSIBILITIES OF MULTINATIONAL EMPLOYERS FILING PROCESS FOR DISCRIMINATION CHARGES EXECUTIVE ORDERS AND AFFIRMATIVE ACTION Executive Order 11246 Affirmative Action RELATED EMPLOYMENT LEGISLATION Immigration Reform and Control Act of 1986 Family and Medical Leave Act of 1993 Vietnam Era Veteran's Readjustment Act of 1974 Uniformed Services Employment and Reemployment Act of 1994 FAIR EMPLOYMENT PRACTICES LEGAL COMPLI. Nº de ref. de la librería ABE_book_new_0131525328
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