Loose-Leaf for Human Resource Management

Human Resource Management: Gaining a Competitive Advantage, 11th Edition, was developed to teach sophomore and junior business majors how to strategically overcome challenges within organizations and gain a competitive advantage for their companies. The text's authors, who have won numerous prestigious teaching and research awards, deliver a learning program strong in depth and breadth and current in research and practice that is not found in other products. All content and statistics have been completely updated and include the latest data from the human resource management (HRM) field.
The text is divided into five parts:·Part One includes a discussion of the environmental forces that companies face in attempting to capitalize on their human resources as a means to gain competitive advantage.·Part Two deals with the acquisition and preparation of human resources, including human resource (HR) planning and recruitment, selection, and training.·Part Three explores how companies can determine the value of employees and capitalize on their talents through retention and development strategies.·Part Four covers rewarding and compensating human resources, including designing pay structures (Chapter 11), recognizing individual contributions (Chapter 12), and providing benefits (Chapter 13).·Part Five covers special topics in HR management, including labor–management relations, international HRM, and strategically managing the HRM function.
The edition features outstanding pedagogy:·Updated chapter-opening vignettes contain relevant examples of real-life business problems. Self-assessment exercises ask students to complete and evaluate their skills. ·Evidence-Based HR sections highlight the growing trend to demonstrate how human resources contributes to a company' s competitive advantage. ·The end-of-chapter segment, A Look Back, encourages students to recall the chapter's opening vignette and apply it to what they have just learned. ·Managing People cases look at incidents and real companies and encourage students to critically evaluate each problem and apply the chapter concepts. ·Application exercises, such as Click and Drag, video cases, and case analyses, allow students to experience and understand the relevance and application that HRM has to their job and their organization. ·Exercising Strategy cases at the end of each chapter pose strategic questions based on real-life practices.·Twenty separate videos provide in-depth detail on topics like bullying, cyberloafing, office romance, and negotiation. ·Self-awareness exercises let students dive into more advanced insights about themselves with topics like empathy, leadership, decision-making style, and positivity, while self-assessment exercises help students evaluate their own skills.
Unique aspects of this text provide instructional capabilities not found in other texts. For example, students watch real managers apply their years of experience when confronting unscripted issues and later watch follow-up interviews with the managers to view how their responses matched the managers' decisions. Materials provide questions that give students the opportunity to discuss and apply HR concepts to a broad range of issues.

Raymond A. Noe received his B.S. in psychology from Ohio State University and his M.A. and Ph.D. in psychology from Michigan State University. He is the Robert and Anne Hoyt Designated Professor of Management at the Ohio State University. Dr. Noe conducts research and teaches students in human resource management, managerial skills, quantitative methods, human resource information systems, training, employee development, performance management, and organizational behavior. He has published more than 70 articles and invited chapters and has authored, coauthored, or edited seven books covering training and development. Dr. Noe has received awards for teaching and research excellence, including the Ernest J. McCormick Award for Distinguished Early Career Contribution from the Society for Industrial and Organizational Psychology, and is a fellow of the Society of Industrial and Organizational Psychology and the American Psychological Association.

John R. Hollenbeck received his Ph.D. in management from New York University. He is a University Distinguished Professor at Michigan State University and Eli Broad Professor of Management at the Eli Broad Graduate School of Business Administration. Dr. Hollenbeck served as acting editor at Organizational Behavior and Human Decision Processes (1995), associate editor of Decision Sciences (1999-2004), and editor of Personnel Psychology (1996-2002). He has published more than 90 articles and chapters on team decision-making and work motivation. Dr. Hollenbeck has been awarded fellowship status in both the Academy of Management and the American Psychological Association and was recognized with the Career Achievement Award by the HR Division of the Academy of Management (2011), the Distinguished Service Contributions Award (2014), and the Early Career Award by the Society of Industrial and Organizational Psychology (1992).

Barry Gerhart received his B.S. in psychology from Bowling Green State University and his Ph.D. in industrial relations from the University of Wisconsin-Madison. He is professor of management and human resources and Bruce R. Ellig Distinguished Chair in Pay and Organizational Effectiveness, Wisconsin School of Business, University of Wisconsin-Madison. Dr. Gerhart serves on the editorial boards of and has published in the Academy of Management Journal, Industrial and Labor Relations Review, International Journal of Human Resource Management, Journal of Applied Psychology, Management and Organization Review, and Personnel Psychology. He is a recipient of the Heneman Career Achievement Award, the Scholarly Achievement Award, and the International Human Resource Management Scholarly Research Award from the Academy of Management. He is a Fellow of the Academy of Management, the American Psychological Association, and the Society for Industrial and Organizational Psychology.

Patrick M. Wright earned a B.A. in psychology from Wheaton College and an M.B.A. from Michigan State University. He is Thomas C. Vandiver Bicentennial Chair and director of the Center for Executive Succession, Darla Moore School of Business, University of South Carolina. Professor Wright is an expert in strategic human resource management and a faculty leader for the Cornell ILR Executive Education/NAHR program. He was lead editor of The Chief HR Officer: Defining the New Role of Human Resource Leaders and has published more than 60 journal articles and more than 20 book chapters. He was editor at the Journal of Management, co-edited a special issue of Research in Personnel and Human Resources Management, and guest edited a special issue of Human Resource Management Review. He is a board member of the Society for Human Resource Management (SHRM) and the National Academy of Human Resources, and is a former board member of HRPS, SHRM Foundation, and World at Work.