HUMAN RESOURCE MANAGEMENT, 4e

Managing Employees for Competitive Advantage

by Gowan, Lepak

ISBN: 978-1-948426-08-4 | Copyright 2020

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Talent acquisition, development, motivation, and retention affect the success of every type of organization—for profit, nonprofit, governmental, and nongovernmental organizations. Making sure that these efforts are managed well is one of the greatest challenges all managers face, regardless of their role in the organization. Baby boomers are retiring in record numbers, while organizations are growing. Available workers often do not have the right mix of skills and abilities for jobs that are available, leading to labor shortages and requiring more expenditures for training and development. New technologies require larger investments in hiring and training at the same time that technology offers exciting possibilities for how to identify, secure, and manage top talent. Employing a multicultural workforce is critical to organizational success but calls on managers to develop and use new skill sets domestically and abroad. At the end of the day, in order to navigate the complexities of the 21st century workplace, every manager has to understand the importance of designing jobs that affect the organizational mission and goals, planning for the types and numbers of workers needed to do those jobs, managing employee competencies through selection and learning and development opportunities, and managing employee attitudes and behaviors through the reward structure and policies of the  organization.

This book is written for anyone interested in understanding how to manage employees well in a dynamic and rapidly changing business environment. The paragraphs that follow describe some of the ways that the approach to human resource management (HRM) in this book differs from many other HRM textbooks available.

 Major Themes of the Book:

·        Managing employees rather than managing the HR function: Since students often have difficulty separating the concept of employees as human resources from a discussion of the HR department, the authors use a framework throughout the book to show how managers must make daily decisions that affect firm performance.

·        Managing employees in the context of the organization and their external environment

·        Integrative Framework shows students how different practices are used independently and interdependently.

Chapter Design

Each chapter focuses on more HR activities than other HRM textbooks and builds on the idea that context matters. So, most chapters are presented in two parts. The first part describes the principles of the HR activity. The second part, Practice, emphasizes the importance of how context – the organizational demands and environmental factors – affect decision making.

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Preface (pg. i)
Chapter 1 Managing Employees for Competitive Advantage (pg. 1)
Chapter 2 Organizational Demands and Environmental Influences (pg. 31)
Chapter 3 Regulatory Issues (pg. 67)
Chapter 4 Job Design and Job Analysis (pg. 109)
Chapter 5 Workforce Planning (pg. 157)
Chapter 6 Recruitment (pg. 195)
Chapter 7 Selection (pg. 241)
Chapter 8 Learning and Development (pg. 289)
Chapter 9 Performance Management (pg. 335)
Chapter 10 Compensating Employees (pg. 381)
Chapter 11 Incentives and Rewards (pg. 421)
Chapter 12 Employee Benefits and Safety Programs (pg. 457)
Chapter 13 Labor Unions and Employee Management (pg. 505)
Chapter 14 Creating High-Performing HR Systems (pg. 537)
Author Index (pg. 565)
Company Index (pg. 573)
Subject Index (pg. 576)
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