Why is it important for HR management to transform from being primarily administrative and operational to a more strategic contributor?
Why is it important for HR management to transform from being primarily administrative and operational to a more strategic contributor?
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[Author removed at request of original publisher]
UNIVERSITY OF MINNESOTA LIBRARIES PUBLISHING EDITION, 2016. THIS EDITION ADAPTED FROM A WORK ORIGINALLY PRODUCED IN 2011 BY A PUBLISHER WHO HAS REQUESTED THAT IT NOT RECEIVE ATTRIBUTION.
MINNEAPOLIS, MN
Human Resource Management by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.
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Contents
Publisher Information viii
Author Bio ix
Acknowledgments x
Dedications xii
Preface xiii
Chapter 1: The Role of Human Resources
1.1 What Is Human Resources? 2 1.2 Skills Needed for HRM 11 1.3 Today’s HRM Challenges 15 1.4 Cases and Problems 26
Chapter 2: Developing and Implementing Strategic HRM Plans
2.1 Strategic Planning 29 2.2 Writing the HRM Plan 40 2.3 Tips in HRM Planning 48 2.4 Cases and Problems 52
Chapter 3: Diversity and Multiculturalism
3.1 Diversity and Multiculturalism 55 3.2 Diversity Plans 61 3.3 Multiculturalism and the Law 68 3.4 Cases and Problems 77
Chapter 4: Recruitment
4.1 The Recruitment Process 80 4.2 The Law and Recruitment 89 4.3 Recruitment Strategies 95 4.4 Cases and Problems 107
Chapter 5: Selection
5.1 The Selection Process 111 5.2 Criteria Development and Résumé Review 115
5.3 Interviewing 120 5.4 Testing and Selecting 128 5.5 Making the Offer 134 5.6 Cases and Problems 137
Chapter 6: Compensation and Benefits
6.1 Goals of a Compensation Plan 141 6.2 Developing a Compensation Package 144 6.3 Types of Pay Systems 148 6.4 Other Types of Compensation 165 6.5 Cases and Problems 177
Chapter 7: Retention and Motivation
7.1 The Costs of Turnover 181 7.2 Retention Plans 187 7.3 Implementing Retention Strategies 201 7.4 Cases and Problems 212
Chapter 8: Training and Development
8.1 Steps to Take in Training an Employee 217 8.2 Types of Training 223 8.3 Training Delivery Methods 230 8.4 Designing a Training Program 237 8.5 Cases and Problems 253
Chapter 9: Successful Employee Communication
9.1 Communication Strategies 257 9.2 Management Styles 269 9.3 Cases and Problems 277
Chapter 10: Managing Employee Performance
10.1 Handling Performance 280 10.2 Employee Rights 296 10.3 Cases and Problems 307
Chapter 11: Employee Assessment
11.1 Performance Evaluation Systems 312
11.2 Appraisal Methods 319 11.3 Completing and Conducting the Appraisal 332 11.4 Cases and Problems 341
Chapter 12: Working with Labor Unions
12.1 The Nature of Unions 347 12.2 Collective Bargaining 359 12.3 Administration of the Collective Bargaining Agreement 365 12.4 Cases and Problems 369
Chapter 13: Safety and Health at Work
13.1 Workplace Safety and Health Laws 373 13.2 Health Hazards at Work 382 13.3 Cases and Problems 400
Chapter 14: International HRM
14.1 Offshoring, Outsourcing 404 14.2 Staffing Internationally 418 14.3 International HRM Considerations 423 14.4 Cases and Problems 440