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For courses in ManagementModern Human Resources: Technology, Social Media, and ManagementHuman Resource Management provides students with the daily tools and skills they need to function as successful managers-in both human resources and business in general. With a practical approach, the text explores the evolution of the field, highlighting the introduction of revolutionary new technologies and social media platforms such as LinkedIn and cloud computing.The Fifteenth Edition focuses on the positive impacts technology has had on the HR field. The ability to vet potential employees on the Internet shifts more HR responsibilities to managers, leaving HR departments with more time to carry out strategic, long-term endeavors for boosting employee performance and engagement. With a heavy focus on emerging industry trends, the text prepares students with everything they need to be successful managers and HR personnel in the 21st century.Pearson MyLab Management® not included. Students, if MyLab Management is a recommended/mandatory component of the course, please ask your instructor for the correct ISBN and course ID. MyLab Management should only be purchased when required by an instructor. Instructors, contact your Pearson representative for more information.MyLab Management is an online homework, tutorial, and assessment product designed to personalize learning and improve results.
With a wide range of interactive, engaging, and assignable activities, students are encouraged to actively learn and retain tough course concepts. FeaturesThis title is a Pearson Global Edition. The Editorial team at Pearson has worked closely with educators around the world to include content which is especially relevant to students outside the United States.About the BookA Student-Centric Approach to the Evolution of HR ManagementEngaging Pedagogical Features Introduce New Trends in the HR Field.
NEW! Trends Shaping HR features appear in each chapter to connect students with emerging technologies, social media sources, and sciences that help HR departments vet and pursue new talent, align company and employee goals, and more. NEW! The Strategic Context features are integrated with chapter openers to show how actual HR managers adjusted their actions to achieve company goals, relating new skills and technologies to the real world. NEW! Table of contentsPART ONE: INTRODUCTION1. Introduction to Human Resource Management2.
Equal Opportunity and the Law3. The Managers Role in Strategic Human Resource ManagementPART TWO: RECRUITMENT AND PLACEMENT4. Job Analysis5. Personnel Planning and Recruiting6.
Employee Testing and Selection7. Interviewing CandidatesPART THREE: TRAINING AND DEVELOPMENT8. Training and Developing Employees9. Performance Management and Appraisal10. Coaching, Careers, and Talent ManagementPART FOUR: COMPENSATION11.
Establishing Strategic Pay Plans12. Pay for Performance and Financial Incentives13. Benefits and ServicesPART FIVE: EMPLOYEE RELATIONS14.
Ethics, Justice, and Fair Treatment in HR Management15. Labor Relations and Collective Bargaining16.
Employee Safety and Health17. Managing Global Human Resources18. Managing Human Resources in Entrepreneurial Firms. Backcover copyErrataDessler’s Human Resource Management, 15e, Global EditionChapters 2–3, 7–10, and 12–18 PAGE LOCATION: p. 95, question 2.11; p. 124, question 3.12; p. 257, question 7.14; p.
300, question 8.14; p. 336, question 9.11; p. 367, question 10.10; p. 444, question 12.10; p. 478, question 13.8; p.
507, question 14.11; p. 543, question 15.8; p.
584, question 16.8; p. 617, question 17.10; and p. 643, question 18.8 TEXT TO BE READ AS: Appendices A and B at the end of this book (pages 648–665) list the knowledge someone studying for the HRCI (Appendix A) or SHRM (Appendix B) certification exam needs to have in each area of human resource management (such as in Strategic Management, and Workforce Planning).Chapter 3 PAGE LOCATION: p. 107, under section Types of Strategies, paragraph 1, line 1 to 3, TEXT TO BE READ AS: In practice, managers engage in three types or levels of strategic planning, corporate level strategic planning, business unit (or competitive) strategic planning, and functional (or departmental) strategic planning (see Figure 3-5, page 108). PAGE LOCATION: p. 110, under section Strategic Human Resource Management, paragraph 2, line 4 TEXT TO BE READ AS: HR in Practice at the Hotel Paris Starting as a single hotel in a Paris suburb in 1990, the Hotel Paris is now a chain of nine hotels, with two in France, one each in London and Rome, and others in New York, Miami, Washington, Chicago, and Los Angeles. To see how managers use strategic human resource management to improve performance, see the Hotel Paris Case on pages 126–127 and answer the questions.Chapter 5 PAGE LOCATION: p.
173, under section Why Effective Recruiting is Important, Know Your Employment Law TEXT TO BE READ AS: To see how they handled this, see the case on page 196 of this chapter.Chapter 7 PAGE LOCATION: p. 239, under section Basic Types of Interviews, Structured Versus Unstructured Interviews, paragraph 3, lines 4 and 5 TEXT TO BE READ AS: Here, he or she might choose questions from a list like that in Figure 7-3 (page 251). The structured interview guide in Figure 7A-1 (pages 263–265) illustrates a more structured approach. PAGE LOCATION: p.
242, under section Basic Types of Interviews, Interview Content (What Types of Questions to Ask), paragraph 10, line 3 TEXT TO BE READ AS: To see how the Hotel Paris created a new interview process, see the case on page 259. PAGE LOCATION: p.
243, under section Basic Types of Interviews, How Should We Conduct the Interview?, paragraph 21, line 4 TEXT TO BE READ AS: It’s often the obvious things people overlook (for more on how to take interviews, see Appendix 2 to this chapter, page 266) PAGE LOCATION: p. 249, under section How to Design and Conduct an Effective Interview, Designing a Structured Situational Interview, step 4, line 3 TEXT TO BE READ AS: The structured interview guide (pages 263–265) presents an example. PAGE LOCATION: p. 249, under How to Design and Conduct an Effective Interview, Improving Performance: HR Tools for Line Managers and Small Businesses, Step 2, point 5, line 2 and 3 TEXT TO BE READ AS: Interviews based on structured guides like the ones in Figure 7-1 (pages 240–241) or Figure 7A-1, “structured interview guide” (pages 263–265), usually result in better interviews.Chapter 8 PAGE LOCATION: p. 273, under Overview of the Training Process, Conducting the Training Needs Analysis, paragraph 8, line 3 TEXT TO BE READ AS: Figure 4-10 (on page 154) was one example. PAGE LOCATION: p. 279, under Implementing the Training Program, paragraph 1, line 4 TEXT TO BE READ AS: To see how they handled this, see the case on pages 302–303.
PAGE LOCATION: p. 287, under Implementing the Training Program, Improving Performance: HR Tools for Line Managers and Small Businesses, paragraph 55, line 5 TEXT TO BE READ AS: Write (see Table 8-1, page 274) a task analysis record form showing the steps in each of the employee’s tasks. PAGE LOCATION: p. 289, under section Implementing Management Development Programs, Succession Planning, paragraph 7, line 9 and 10 TEXT TO BE READ AS: At this stage, management replacement charts may be drawn (see Figure 5-3, page 168).Chapter 9 PAGE LOCATION: p. 312, under section Basics of Performance Appraisal, Defining the Employee’s Goals and Performance Standards, paragraph 10, line 4 TEXT TO BE READ AS: For example, we saw in Chapter 4 that BP’s exploration division appraises employees’ skills using a skills matrix (see Figure 4-11, page 156). PAGE LOCATION: p.
Dessler Hrm Pdf
314, under section Techniques for Appraising Performance, Alternation Ranking Method, paragraph 5, line 5 TEXT TO BE READ AS: Then, on a form like that in Figure 9-5 (page 318), indicate the employee who is the highest on the performance dimension being measured and the one who is the lowest. PAGE LOCATION: p. 314, under section Techniques for Appraising Performance, Paired Comparison Method, paragraph 6, line 4 TEXT TO BE READ AS: With, say, five employees to rate, you use a chart as in Figure 9-6 (page 318) of all possible pairs of employees for each trait. PAGE LOCATION: p. 323, under section Implementing Management Development Programs, Appraisal in Practice: Using Multiple Methods, paragraph 26, line 2 to 4 TEXT TO BE READ AS: For example, Figure 9-2 (page 315) has a numerical graphic rating scale anchored with behavioral incidents such as “Even with guidance, fails to.” The Strategic Context feature (page 324) shows how one employer created a new appraisal system. PAGE LOCATION: p. 335, under section Performance Management, The Manager’s Role in Performance Management, HR in Practice at the Hotel Paris, paragraph 13, line 5 TEXT TO BE READ AS: To see what they did, read the case on pages 338 of this chapter.Chapter 10 PAGE LOCATION: p.
345, under section Career Management, paragraph 4, line 4 and 5 TEXT TO BE READ AS: To see what they did, see the case on page 369 of this chapter. PAGE LOCATION: p.
348, under section Career Management, Improving Performance Through HRIS, paragraph 1, line 4 and 5 TEXT TO BE READ AS: Similarly, as explained in Chapter 5 (pages 170–171), succession plans should reflect employees’ career interests. PAGE LOCATION: p. 357, under section Employee Life-Cycle Career Management, Know Your Employment Law, paragraph 7, line 3 to 5 TEXT TO BE READ AS: Many others use tests or assessment centers, or tools such as the 9-Box Grid (Chapter 8, page 289), to evaluate promotable employees and identify those with executive potential.Chapter 11 PAGE LOCATION: p. 382, under section Basic Factors in Determining Pay Rates, Aligning Total Rewards with Strategy, paragraph 9, line 3 TEXT TO BE READ AS: To see how they handled this, see the case on page 416 of this chapter. PAGE LOCATION: p.
404, under section How to Create A Market-Competitive Pay Plan, point 16, Correct Out-of-Line Rates, paragraph 1, line 3 TEXT TO BE READ AS: Finally, the wage rate the firm is now paying for a particular job may fall well off the wage curve or well outside the rate range for its grade, as illustrated in Figure 11-6 (page 398). PAGE LOCATION: p.
405, under section How to Create A Market-Competitive Pay Plan, Improving Performance: HR Tools for Line Managers and Small Businesses, paragraph 4, line 2 TEXT TO BE READ AS: If you employ more than 20 employees or so, conduct at least a rudimentary job evaluation (probably using the ranking method we covered on pages 392–393). PAGE LOCATION: p. 408, under section Contemporary Topics in Compensation, Competency-Based Pay, paragraph 4, line 7 TEXT TO BE READ AS: As an example, review Chapter 4’s Figure 4-11 on page 156.Chapter 12 PAGE LOCATION: p.
427, under section Individual Employee Incentive and Recognition Programs, Merit Pay as an Incentive, paragraph 18, line 4 TEXT TO BE READ AS: To see how they handled this, see the case on page 447.Chapter 13 PAGE LOCATION: p. 454, under section Introduction: The Benefits Picture Today, Policy Issues, paragraph 6, line 5 TEXT TO BE READ AS: To see how they handled this, see the case on page 480.Chapter 14 PAGE LOCATION: p. 493, Figure 14-2, line 2 TEXT TO BE READ AS: Compare your answers with those of other Americans surveyed, on page 511.
PAGE LOCATION: p. 494, under section The Ethical Organization, The Person (What Makes Bad Apples?), paragraph 10, line 8 and 9 TEXT TO BE READ AS: How would you rate your own ethics? Figure 14-2 (page 493) presented a short self-assessment survey (you’ll find typical survey takers’ answers on page 511).Chapter 16 PAGE LOCATION: p. 552, Introduction: Safety and the Manager, The Supervisor’s Role in Accident Prevention, paragraph 12, lines 4 and 5 TEXT TO BE READ AS: But in general you can use a checklist of unsafe conditions such as the one in Figure 16-6 (pages 561–562) to spot problems. We present another, more extensive checklist in Figure 16-8 (pages 585–588) at the end of this chapter.
PAGE LOCATION: p. 560, under section What Causes Accidents?, What Causes Unsafe Acts?, paragraph 10, line 5 TEXT TO BE READ AS: To see how they handled this, see the case on page 589–590 of this chapter. PAGE LOCATION: p.
560, under section How to Prevent Accidents, paragraph 2, line 4 TEXT TO BE READ AS: Checklists like those in Figure 16-6 and Figure 16-8 (pages 561–562 and 585–588 respectively). PAGE LOCATION: p. 569, under section How to Prevent Accidents, Conducting Safety and Health Audits and Inspections, paragraph 40, line 5 TEXT TO BE READ AS: Companies (such as Milliken, discussed pages 534–535) therefore create safety committees to evaluate safety adequacy, to conduct and monitor safety audits, and to suggest ways for improving safety.113 Line managers should routinely inspect for problems using safety audit/checklists (as in Figure 16-6, page 561–562), including investigating all accidents and “near misses.” PAGE LOCATION: p.
560, under section How to Prevent Accidents, paragraph 2, line 4 TEXT TO BE READ AS: Checklists like those in Figure 16-6 and Figure 16-8 (pages 561–562 and 585–588 respectively).Chapter 17 PAGE LOCATION: p. 601, Staffing the Global Organization, paragraph 3, line 4 TEXT TO BE READ AS: To see how they handled this, see the case on page 619 of this chapter.Chapter 18 PAGE LOCATION: p. 634, Staffing the Global Organization, The Supervisor’s Role in Accident Prevention, paragraph 3, line 4 TEXT TO BE READ AS: The simplified training process we explained on pages 287–288 (Chapter 8) is one good option for the small business. PAGE LOCATION: p. 640, Managing HR Systems, Procedures, and Paperwork, Automating Individual HR Tasks, paragraph 10, line 3 TEXT TO BE READ AS: To see how she handled this, see the case on pages 644–645 of this chapter.
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