The book will be of interest to professionals, researchers, and academics focusing on critical issues in people management across the Global South and North. This book covers a broad range of theories, concepts, and practical issues on human resource management HRM and related disciplinary areas, such as organizational behavior OB and industrial relations. The material is introduced in a concise, balanced, and yet easily readable manner to help in the understanding and application of strategic HRM.
It is particularly suitable for the MBA level or executive management development programs, which have an emphasis on managing people strategically. The book will also be beneficial to managers and working HRM professionals who deal with people issues regularly. Important topics include strategic HRM, organizational culture and ethical management, work design and motivation, leadership, groups, and teams, human resource flow, training and development, rewards management, performance management, diversity management, union-management relationship, and the future role of human resources.
This title was first published in Human Resource Development HRD arguably constitutes the most important aspect of managing resources at work. In this context, HRD has for some time played a significant role in Western business management. This volume focuses on the changing role of human resource management HRM on an international spectrum, and its implication for the role that HRM plays within organizations in developed and developing economies. The Ninth Edition of Human Resource Management: Gaining a Competitive Advantage was developed to teach students how to face and meet a variety of challenges within their organizations and how to gain a competitive advantage for their companies.
This product represents a valuable approach to teaching human resource management for several reasons: The content draws from the diverse research, teaching, and consulting experiences of the four authors who have taught human resource management to undergraduates, MBA students, and experienced managers and professional employees.
The teamwork approach gives a depth and breadth to the coverage that is not found in other texts. The content emphasizes how the HRM function, as well as the management of human resources, can help companies gain a competitive advantage.
The content discusses current issues such as social networking, talent management, diversity, and employee engagement, all of which have a major impact on business and HRM practice. Strategic human resource management is introduced early in the book and integrated throughout the text. Examples of how new technologies are being used to improve the efficiency and effectiveness of HRM practices are presented.
Examples of how companies are evaluating HRM practices to determine their value are discussed. Using their extensive experience teaching and working in HRM, Banfield, Kay, and Royles succinctly convey the reality of contemporary HRM through expert academic and practical insights. Their balanced approach ensures students are able to fully grasp both the theory and practice of HRM, pavingthe way for success in their academic studies and future careers.
With a style that has been highly praised for engaging the reader, this book is the ideal introduction to HRM for students at both undergraduate and postgraduate level. Key terms, research insights, and review questions help students understand the key theoretical concepts and think critically aboutthe issues discussed. Mini-case studies HRM insights , longer end-of-chapter case studies, and practitioner insights from real HR professionals at a variety of organizations present different scenarios and challenges experienced in the world of business.
This range of learning features ensuresstudents are exposed to both the theoretical foundations and the real-life practices of HRM. The book takes a truly holistic approach to the subject, avoiding the presentation of HRM as a separate management function, and instead seeing HR operations and considerations as an integral part of any business.
The authors begin by introducing the reader to the challenges and opportunities thatmanaging people at work can bring and the evolution of the HR function, before addressing key operational areas such as talent management, ethics, leadership, recruitment, and misconduct. They then go on to explore how these challenges are managed, with an emphasis on the practicality of enforcementbut also a critical evaluation of the method. This analytical viewpoint is adopted throughout the book, encouraging students to engage with the issues inherent in HRM.
The new edition of this SAGE Handbook builds on the success of the first by providing a fully updated and expanded overview of the field of human resource management. Bringing together contributions from leading international scholars - and with brand new chapters on key emerging topics such as talent management, engagement , e-HRM and big data - the Handbook focuses on familiarising the reader with the fundamentals of applied human resource management, while contextualizing practice within wider theoretical considerations.
By offering Muse a choice of slacks or a knee-length skirt do you feel CATSA provided a reasonable accommodation to this employee? Justify your answer. The long, loose skirt is a form of dress Muse feels is tied to her religious identity which cannot be taken lightly by her employer in providing accommodation. If the employer could prove that there are safety concerns with a long skirt in a security job, this could constitute a bona fide occupational requirement to the uniform standards, but the employer would still be required to accommodate the employee to the point of undue hardship.
CATSA did not attempt to accommodate and only gave Muse the choice of following the exact standards or be suspended. Because Muse agreed to wear slacks for several years before telling her employer about her concerns should there be any reduced duty on her employer or CATSA to accommodate?
Is there anything you would have done differently? Some students may suggest that Muse should be responsible to provide documentation to support her request for accommodation, however, this would not be required in most situations where the accommodation relates to religious practices.
Discussion may focus on whether or not managers knew or reasonably should have known about the safety shortcomings. Case Summary: This case discusses worker deaths in Quebec and Ontario that have resulted in criminal proceedings against both organizations and managers since amendments of the Criminal Code were brought in by Bill C Do you think company managers should be held accountable for a workplace fatality? Bill C is quite clear in this regard i. Do you think these criminal convictions described in the case will have any lasting effect on improving the safety of workplaces in Canada?
Student responses will vary but should reflect key concepts. For example, students may be encouraged to consider the few criminal convictions relative to the number of workplace fatalities since Bill C was passed. Although HR has many regulatory and administrative responsibilities, he wants to see HR thinking outside the box and taking the role of strategic partner to the business.
Establishing that role at the executive level provides HR the opportunity to establish credibility and create ability to execute for each and every department. He says that should begin with HR being present at strategic planning sessions where HR can put forward their strategies and be highly involved in understanding how they can help leaders in the organization accomplish their strategies.
President and CEO of Ricoh Canada discusses the importance of HR being a strategic partner to the business despite the administrative duties that come with the role.
The six competencies for the HR professional outlined in Figure 1. Does this role for HR sound like the kind of career you would like to have? Why of why not?
Students may respond to this question in a variety of ways. Video Case: Competing Human Rights Claims in the Workplace Case Summary: As workplaces become increasingly diverse it becomes inevitable that organizations will face a competing human rights claim. Cherie Robertson, a senior policy analyst at the Ontario Human Rights Commission, explains how creating a competing human rights policy can prevent conflicts from escalating.
The Ontario Human Rights Commission introduced a policy and framework on competing human rights, which is intended to be a useful tool for employers. It is recommended that employers have their own internal competing rights policy so they educate themselves and their staff should a competing human rights issue emerge.
If an organization does not a policy on competing rights it becomes vulnerable to having a human rights complaint filed and this can be costly as well as damaging to workplace morale. Answers to Questions: Consider the sample situation of the student and professor described in the video 1. Competing rights issues are likely to generate strong emotions. Therefore the tasks done by women shifted to the men's, because of the complexity of tasks.
After Second World War, during the period - , this has grown up and changed to "Personnel Management". HRM is concerned with the people dimension in management under which the consideration is given towards recruitment and selection, development, motivation and maintenance of human resources in an organization.
These basic elements are the key steps for achieving organizational goals. Acquisition Acquisition function is concerned with recruitment and selection of manpower requirement for an organization. Development It is concerned with imparting knowledge and skill to perform the task properly. Motivation Motivation includes job specification, performance evaluation, reward and punishment, work performance, compensation management, discipline and so on.
This requires that the organization should provide additional facilities, safe working conditions, friendly work environment, and satisfactory labour relations. Managerial Functions Of Human Resource Department Managerial function is concerned with the activities performed by top management in the organization. Operative Functions Of Human Resource Department Operative function is concerned with day-to-day management of organizational activities and human resources.
Employment Development Compensation Motivation Maintenance Personnel record Industrial relation or employee relation 3. Advisory Functions of Human Resource Department Human resource manager has specialized knowledge, education and training in managing human relations.. The advice may be to the top management or departmental heads.
Concept And Meaning Of Human Resource Planning Human resource planning is one of the crucial aspects of human resource management because it helps to ensure the needed manpower for organizational goal. Human Resource Planning Approaches Quantitative Approach It is also known as top down approach of HR planning under which top level make and efforts to prepare the draft of HR planning. It is a managementdriven approach. The focus of this approach is to forecast human resource surplus and shortages in an organization.
In this approach major role is played by top management. Qualitative Approach This approach is also known as bottom up approach of HR planning under which the subordinates make an effort to prepare the draft of HR planning. Hence, it is also called sub-ordinate-driven approach. It is concerned with matching organizational needs with employee needs.
In this approach, major role is played by lower level employees. Mixed Approach This is called mixed approach because it combines both top-down and bottom-up approaches of HR planning. In fact, the effort is made by employees and the management equally. There is a equal participation of each level of employees of the organization. Concept And Meaning Of Job Design Job design is a process through which job related data are revealed and the contents as well as methods of performing different tasks are specified.
It plays a key role in bringing organizational productivity and employee motivation at work. Job design is a process by which required and job-related information is gathered to determine different tasks to be included in the job. Methods Of Job Design 1. Classical Approach Under this approach, the job is designed in the basis of organizational requirements. Its purpose is to simplify the tasks and break them down into small work units. The primary focus of this approach is planning, standardizing and improving human effort at work in order to optimize organizational productivity.
Under it, jobs are designed according to individual needs and organizational requirements. Furthermore, this approach considers both job-related technical systems as well as accompanying social forces of the job.
The technical and social aspects of job are analyzed in order to create jobs which have supportive relationship. Behavioural Approach Behavioural approach is concerned with behavioural factors such as: autonomy, variety, task identity, task significance, feedback mechanism etc. It means the above mentioned behavioural factors are analyzed and considered while designing the jobs under this approach.
Table of contents. Today, every manager is "in HR", and every employee is actively engaged in the process of HRM, regardless of whether they aspire to be a manager or an HR professional. Students will experience HRM every day of their working lives, from how they are perceived by recruiters to completing a performance appraisal, to being promoted or fired.
This easy to read and relevant 11 chapter human resource management text is ideal for a one-semester course. McGraw-Hill Connect? With Connect's new ReadAnywhere app, students can study on the go -- including reading and listening using the audio functionality -- without any need for internet access. Using Connect, instructors can take advantage of McGraw-Hill's trusted content to seamlessly deliver assignments, quizzes and tests online. Available for fall courses, Connect's SmartBook 2.
With an increased granularity in the SmartBook 2. Students can focus on content areas that they struggle with and need more attention on based on the improved Student Recharge experience in SmartBook 2. Available on mobile smart devices -- with both online and offline access, Connect's SmartBook 2.
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