Snell/Bohlander’s popular MANAGING HUMAN RESOURCES, 16TH EDITION, is built on a foundation of research and theory with an invite, the frame made to focus on the most important personnel issue at present and current practices. Appealing writing style of the book and powerful visual design using more than 500 memorable examples from a variety of organizations to illustrate key points and connecting the concept to current HR practices. Fresh cases of the light spots latest developments and important trends, while practical applications focus on practical tips and suggestions for success.
Table of Contents
Part 1: Human Resources Management in Perspective Chapter 1: The Challenge of Human Resources Management Chapter 2: Strategy and Human Resources Planning Appendix: Calculating Employee Turnover and Absenteeism
Part 2: Meeting Human Resources Requirements Chapter 3: Equal Employment Opportunity and Human Resources Management Appendix: Determining Adverse Impact: The Four-Fifths Rule Chapter 4: Job Analysis and Job Design
Part 3: Developing Effectiveness in Human Resources Chapter 5: Expanding the Talent Pool: Recruitment and Careers Appendix: Personal Career Development Chapter 6: Employee Selection Chapter 7: Training and Development Chapter 8: Performance Management and the Employee Appraisal Process
Part 4: Implementing Compensation and Security Chapter 9: Managing Compensation Chapter 10: Pay-for-Performance: Incentive Rewards Chapter 11: Employee Benefits Chapter 12: Promoting Safety and Health
Part 5: Enhancing Employee-Management Relations Chapter 13: Employee Rights and Discipline Chapter 14: The Dynamics of Labor Relations
Part 6: Expanding Human Resources Management Horizons Chapter 15: International Human Resources Management Chapter 16: Creating High-Performance Work Systems
Integrative Cases Case 1: Microsoft’s MACH Program Designed to Help Millennial Grads Make a Difference-Fast Case 2: BNSF Railway: Training New Hires for Safety Case 3: Job Analysis and Hiring Decisions at Ovania Chemical Case 4: Ill-Fated Love at Centrex Electronics Case 5: Pepper Construction Group: Change in Safety Leads to Decline in Injuries and Illnesses Case 6: Realigning HR Practices at Egan’s Clothiers Case 7: A Performance Appraisal Snafu Case 8: The Last Straw for Aero Engine Case 9: Employee Selection and Training at Meadowbrook Golf and Golf Ventures West Case 10: Newell’s Decision to Downsize: An Ethical Dilemma Case 11: Someone Has to Go: A Tough Layoff Decision
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