Framework for Human Resource Management, A

<h2>Table of Contents</h2> <div class="c-un-numbered-list_container"> <h3>PART I Introduction</h3> <ul> <li><strong>Chapter 1 Managing Strategic Human Resources Today</strong> <ul> <li>What Is Human Resource Management?</li> <li>Trends Influencing Human Resource Management</li> <li>The New Human Resource Managers</li> <li>Strategic Human Resource Management</li> <li>The Plan of This Book</li> <li>CASE INCIDENT: Jack Nelson’s Problem</li> <li>CONTINUING CASE: Carter Cleaning Company</li> <li>EXPERIENTIAL EXERCISE: Helping “The Donald”</li> </ul> </li> <li><strong>Chapter 2 Managing Equal Opportunity and Diversity</strong> <ul> <li>Selected Equal Employment Opportunity Laws</li> <li>Defenses Against Discrimination Allegations</li> <li>Illustrative Discriminatory Employment Practices</li> <li>The EEOC Enforcement Process</li> <li>Diversity Management and Affirmative Action Programs</li> <li>CASE INCIDENT: A Case of Racial Discrimination?</li> <li>CONTINUING CASE: Carter Cleaning Company</li> <li>EXPERIENTIAL EXERCISE: Too Informal?</li> <li>VIDEO CASE: Human Resource Management (At Patagonia)</li> <li>VIDEO CASE: Equal Employment (UPS)</li> </ul> </li> </ul> <h3>PART II Recruiting and Placing Employees</h3> <ul> <li><strong>Chapter 3 Personnel Planning, Recruiting, and Talent Management</strong> <ul> <li>The Talent Management Framework</li> <li>The Basics of Job Analysis</li> <li>The Recruitment and Selection Process</li> <li>Workforce Planning and Forecasting</li> <li>Recruiting Job Candidates</li> <li>Developing and Using Application Forms</li> <li>CASE INCIDENT: Finding People Who Are Passionate about What They Do</li> <li>CONTINUING CASE: Carter Cleaning Company</li> <li>APPENDIX: Enrichment Topics in Job Analysis</li> </ul> </li> <li><strong>Chapter 4 Testing and Selecting Employees</strong> <ul> <li>The Basics of Testing and Selecting Employees</li> <li>Using Tests at Work</li> <li>Interviewing Prospective Employees</li> <li>Using Other Selection Techniques</li> <li>CASE INCIDENT: The Tough Screener</li> <li>CONTINUING CASE: Carter Cleaning Company</li> <li>EXPERIENTIAL EXERCISE: The Most Important Person You’ll Ever Hire</li> </ul> </li> <li><strong>Chapter 5 Training and Developing Employees</strong> <ul> <li>Orienting Employees</li> <li>The Training Process</li> <li>Implementation: Training Techniques</li> <li>Managerial Development and Training</li> <li>Managing Organizational Change and Development</li> <li>Evaluating the Training Effort</li> <li>CASE INCIDENT: Reinventing the Wheel at Apex Door Company</li> <li>CONTINUING CASE: Carter Cleaning Company</li> <li>EXPERIENTIAL EXERCISE: Flying the Friendlier Skies</li> <li>VIDEO CASE: Recruiting at Hautelook</li> <li>VIDEO CASE: Employee Testing and Selection at Patagonia</li> <li>VIDEO CASE: Training at Wilson Learning</li> </ul> </li> </ul> <h3>PART III Appraising and Compensating Employees</h3> <ul> <li><strong>Chapter 6 Performance Management, Appraisals, and Careers</strong> <ul> <li>Basic Concepts in Performance Appraisal and Management</li> <li>Basic Appraisal Methods</li> <li>Practical Suggestions for More Effective Appraisals</li> <li>Coaching and Career Management</li> <li>Performance Management</li> <li>Talent Management Practices for Strategic Employee Appraisals</li> <li>CASE INCIDENT: Appraising the Secretaries at Sweetwater U</li> <li>CASE INCIDENT: Back with a Vengeance</li> <li>CONTINUING CASE: Carter Cleaning Company</li> <li>EXPERIENTIAL EXERCISE: Appraising an Instructor</li> </ul> </li> <li><strong>Chapter 7 Compensating Employees</strong> <ul> <li>What Determines How Much You Pay?</li> <li>How to Create a Market-Competitive Pay Plan</li> <li>Incentive Plans</li> <li>Employee Benefits</li> <li>Current Compensation Trends</li> <li>CASE INCIDENT: Salary Inequities at Acme Manufacturing</li> <li>CONTINUING CASE: Carter Cleaning Company</li> <li>EXPERIENTIAL EXERCISE: Ranking the College’s Administrators’ Jobs</li> <li>VIDEO CASE: Compensation (Focus Pointe)</li> <li>VIDEO CASE: Performance Management California Health Foundation</li> <li>VIDEO CASE: Joie de Vivre Hospitality: Pay for Performance and Financial Incentives</li> </ul> </li> </ul> <h3>PART IV Employee Rights and Safety</h3> <ul> <li><strong>Chapter 8 Managing Employee Ethics, Engagement, Retention, and Fair Treatment</strong> <ul> <li>Ethics and Fair Treatment at Work</li> <li>Managing Discipline and Privacy</li> <li>Managing Dismissals</li> <li>Managing Voluntary Employee Turnover and Retention</li> <li>Employee Engagement</li> <li>CASE INCIDENT: Enron, Ethics, and Organizational Culture</li> <li>CONTINUING CASE: Carter Cleaning Company</li> <li>EXPERIENTIAL EXERCISE: To Discipline or Not?</li> </ul> </li> <li><strong>Chapter 9 Managing Labor Relations and Collective Bargaining</strong> <ul> <li>The Labor Movement</li> <li>Unions and the Law</li> <li>The Union Drive and Election</li> <li>The Collective Bargaining Process</li> <li>What’s Next for Unions?</li> <li>CASE INCIDENT: Negotiating with the Writers Guild of America</li> <li>CONTINUING CASE: Carter Cleaning Company</li> <li>EXPERIENTIAL EXERCISE: The Union-Organizing Campaign at Pierce U</li> </ul> </li> <li><strong>Chapter 10 Protecting Safety and Health</strong> <ul> <li>Employee Safety and Health: An Introduction</li> <li>What Causes Accidents?</li> <li>How to Prevent Accidents</li> <li>Workplace Health Hazards: Problems and Remedies</li> <li>CASE INCIDENT: The New Safety and Health Program</li> <li>CONTINUING CASE: Carter Cleaning Company</li> <li>EXPERIENTIAL EXERCISE: Checking for Unsafe Conditions</li> <li>VIDEO CASE: Union-Management Relations (UPS)</li> <li>VIDEO CASE: Safety (California Health Foundation)</li> <li>Module A Practical HR Tools, Guidelines, and Systems for Managers</li> </ul> </li> </ul> <h3>Appendix</h3> <h4 class="h5">Glossary</h4> <h4 class="h5">Notes</h4> <h4 class="h5">Name Index</h4> <h4 class="h5">Subject Index</h4> </div>