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- Full title: Human Resource Management, 16th Edition
- Edition: 16th
- Copyright year: 2020
- Publisher: Cengage Learning
- Author: Sean R. Valentine; Patricia Meglich; Robert L. Mathis
- ISBN: 9781337918732, 9781337918732
- Format: PDF
Description of Human Resource Management, 16th Edition:
Prepare for HR and career success with the book that has set the standard for excellence in human resource management. Valentine/Meglich/Mathis/Jackson’s HUMAN RESOURCE MANAGEMENT, 16E offers today’s most current look at HRM and its impact on the success of organizations today. A leading resource in preparing for professional HR certification, this edition ensures you are familiar with all major topics for professional examinations from the Society for Human Resource Management and Human Resource Certification Institute. You examine the latest HR research as well as HR theory in contemporary practice. This edition highlights emerging trends driving change in HRM today, including technology, globalization, competencies and HR metrics. Easily annotate as you read. This edition offers new coverage of ethics, leadership, social media, technology, unemployment, current economic conditions and global HRM as you learn to think like a successful HR professional.Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version.
Table of Contents of Human Resource Management, 16th Edition PDF ebook:
DedicationsBrief ContentsTable of ContentsPrefaceAbout the AuthorsSection 1: The Environment of Human Resource ManagementChapter 1: Human Resource Management in Organizations1-1 What Is Human Resource Management?1-2 Managing Human Resources in Organizations1-3 HR Management Functions1-4 Roles for Human Resource Departments1-5 Human Resources Management Challenges1-6 Organizational Ethics and Human Resource Management1-7 Human Resources Management Competencies and CareersSummaryCritical Thinking ChallengesCase: Organizational Culture Gone WrongSupplemental CasesEnd NotesChapter 2: Human Resource Strategy and Planning2-1 Organizational Strategic Planning2-2 Human Resources and Strategy2-3 Human Resource Planning2-4 Planning for External Workforce Availability2-5 Planning for Internal Workforce Availability2-6 Forecasting HR Supply and Demand2-7 Workforce Imbalances2-8 Human Resources Planning in Mergers and Acquisitions2-9 Measuring the Effectiveness of Human Resources and Human CapitalSummaryCritical Thinking ChallengesCase: Happy and Healthy Talent Transformation at WalgreensSupplemental CasesEnd NotesChapter 3: Equal Employment Opportunity3-1 The Nature of Equal Employment Opportunity3-2 Theories of Unlawful Discrimination3-3 Broad-Based Discrimination Laws3-4 Sex and Gender Discrimination Laws and Regulations3-5 Sexual Harassment3-6 Disability Discrimination3-7 Age Discrimination Laws3-8 Religion and Spirituality in the Workplace3-9 Managing Other Discrimination Issues3-10 Diversity TrainingSummaryCritical Thinking ChallengesCase: Hilton Turns to Veterans to Staff the RanksSupplemental CasesEnd NotesSection 2: Jobs and LaborChapter 4: Workforce, Jobs, and Job Analysis4-1 The Workforce Profile4-2 The Nature of Work and Jobs4-3 Designing Flexible Jobs4-4 Understanding Job Analysis4-5 Implementing Job Analysis4-6 Job Analysis Methods and Sources4-7 Behavioral and Legal Aspects of Job Analysis4-8 Job Descriptions and Job SpecificationsSummaryCritical Thinking ChallengesCase: Chatting with the HR ChatbotSupplemental CasesEnd NotesChapter 5: Individual/Organization Relations and Retention5-1 Individuals at Work5-2 Individual Workers and Organizational Relationships5-3 Employee Absenteeism5-4 Employee Turnover5-5 HR Metrics: Determining Turnover Costs5-6 Retaining Talent5-7 Managing RetentionSummaryCritical Thinking ChallengesCase: Giving Time to Get Employees EngagedSupplemental CasesEnd NotesChapter 6: Recruiting High-Quality Talent6-1 Recruiting6-2 Strategic Recruiting Decisions6-3 Understanding Labor Markets6-4 Technology for Recruiting6-5 Internal Recruiting Methods6-6 External Recruiting Sources6-7 Recruiting Evaluation and MetricsSummaryCritical Thinking ChallengesCase: General Electric Hires Marketing Expert to Build Employment BrandSupplemental CasesEnd NotesChapter 7: Selecting Human Resources7-1 Selection and Placement7-2 The Selection Process7-3 Selection Testing7-4 Selection Interviews7-5 Background Investigations7-6 Emerging Challenges and Best PracticesSummaryCritical Thinking ChallengesCase: “To Test, or Not to Test, That Is the Question” for Amtrak, Integra LifeSciencesSupplemental CasesEnd NotesSection 3: Talent DevelopmentChapter 8: Training Human Resources8-1 Organizational Strategy and Training8-2 Training and Human Resources8-3 Instructional Systems Design8-4 Training Needs Assessment8-5 Training Design8-6 Training Delivery8-7 Technology in Training Delivery8-8 Training EvaluationSummaryCritical Thinking ChallengesCase: Bloomingdale’s Uses Interactive Platform to Improve Safety KnowledgeSupplemental CasesEnd NotesChapter 9: Talent, Careers, and Development9-1 Talent Management as Strategy9-2 Talent Management in Perspective9-3 Succession Planning9-4 Careers and Career Planning9-5 Common Individual Career Challenges9-6 Developing Human Resources9-7 Talent Development Approaches9-8 Management and Leader DevelopmentSummaryCritical Thinking ChallengesCase: Western Union Program Guides Team DevelopmentSupplemental CasesEnd NotesChapter 10: Performance Management and Appraisal10-1 The Nature of Performance Management10-2 Identifying and Measuring Employee Performance10-3 Performance Appraisals10-4 Who Conducts Appraisals?10-5 Methods for Appraising Performance10-6 Training Managers and Employees in Performance Appraisal10-7 Appraisal FeedbackSummaryCritical Thinking ChallengesCase: Deloitte Revolutionizes Performance ManagementSupplemental CasesEnd NotesSection 4: CompensationChapter 11: Total Rewards and Compensation11-1 Nature of Total Rewards and Compensation11-2 Laws Governing Compensation11-3 Strategic Compensation Decisions11-4 Compensation System Design Issues11-5 Developing a Base Pay System11-6 Pay Structures11-7 Determining Pay Increases11-8 Variable Pay11-9 Special Pay Situations11-10 Human Resource Metrics and CompensationSummaryCritical Thinking ChallengesCase: Should Private-Sector Employees Get Compensatory Time?Supplemental CasesEnd NotesChapter 12: Managing Employee Benefits12-1 Benefits and HR Strategy12-2 Managing Benefits12-3 Benefits Administration, Technology, and Communication12-4 Legally Required Benefits12-5 Retirement Benefits12-6 Legal Regulation of Retirement Benefits12-7 Health Care Benefits12-8 Financial Benefits12-9 Family-Oriented Benefits12-10 Paid-Time-Off BenefitsSummaryCritical Thinking ChallengesCase: The City in RedSupplemental CasesEnd NotesSection 5: Employee Relations and Global Human Resource ManagementChapter 13: Risk Management and Worker Protection13-1 Safety and Health Regulations13-2 Occupational Safety and Health Act13-3 Safety Management13-4 Employee Health and Wellness13-5 Workplace Security Concerns13-6 Disaster Preparation and Recovery PlanningSummaryCritical Thinking ChallengesCase: Companies Partner to Promote Active Work CulturesSupplemental CasesEnd NotesChapter 14: Employee Rights and Responsibilities14-1 Employer and Employee Rights and Responsibilities14-2 Rights Affecting the Employment Relationship14-3 Managing Individual Employee and Employer Rights Issues14-4 Balancing Employer Security and Employee Rights14-5 Human Resource Policies, Procedures, and Rules14-6 Employee DisciplineSummaryCritical Thinking ChallengesCase: Fidelity Deals with Workplace Bullying and HarassmentSupplemental CasesEnd NotesChapter 15: Union-Management Relations15-1 Perspectives on Unionization15-2 Union Membership in the United States15-3 U.S. Labor Laws15-4 The Union Organizing Process15-5 Collective Bargaining Issues15-6 Collective Bargaining Process15-7 Union-Management Cooperation15-8 Resolving DisputesSummaryCritical Thinking ChallengesCase: Interest in Student Unionization on the RiseSupplemental CasesEnd NotesChapter 16: Global Human Resource Management16-1 Managing in a Global Context16-2 Becoming a Global Company16-3 Global Staffing Strategies16-4 Compensation in a Global Organization16-5 Global Employee and Labor Relations16-6 Global Talent DevelopmentSummaryCritical Thinking ChallengesCase: Winning at CarlsbergEnd NotesAppendix A: Sample HR-Related Job Descriptions and Job SpecificationsAppendix B: PHR and SPHR Exam Eligibility RequirementsAppendix C: Human Resource Management ResourcesAppendix D: Major Federal Equal Employment Opportunity Laws and RegulationsAppendix E: Uniform Guidelines on Employee SelectionAppendix F: Pre-Employment InquiriesAppendix G: Equal Employment Opportunity EnforcementGlossaryAuthor IndexSubject Index