Table of contents for A framework for human resource management / Gary Dessler.

Bibliographic record and links to related information available from the Library of Congress catalog.

Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.

<hr>Chapter 1 Managing Human Resources Today	000
What Is Human Resource Management? 	000
Why Is HR Management Important to All Managers? 	000
Line and Staff Aspects of HRM	000
Line Versus Staff Authority	000
Line Managers' Human Resource Management Responsibilities	000
Organizing t he Human Resource Department's Responsibilities	000
The Changing Environment and Duties of HR Management	000
Human Resource Management's Changing Role	000
Important trends 	000
The Strategic Role of Human Resource Management	000
Strategy and HR Example	000
Basics of Strategic Planning	000
Strategic Human Resource Management	000
Measuring HR Performance 	000
The Human Resource Manager Today	000
HR and Technology 	000
Improving Productivity Through HRIS 	000
Managing Ethics 	000
 HR Certification	000
The Plan of This Book	000
The Integrated Nature of HR Management	000
Case Incident: Jack Nelson's Problem	000
Continuing Case: Introduction	000
Experiential Exercise: Helping "The Donald" 	000
<hr>Chapter 2 Managing Equal Opportunity and Diversity	000
Selected Equal Employment Opportunity Laws	000
Background	000
Equal Pay Act of 1963	000
Title VII of the 1964 Civil Rights Act	000
Executive Orders	000
Age Discrimination in Employment Act of 1967	000
Vocational Rehabilitation Act of 1973	000
Pregnancy Discrimination Act of 1978	000
Federal Agency Guidelines	000
Uniform Guidelines on Employee Selection Procedures	000
Sexual Harassment	000
Proving Sexual Harassment	000
Court Decisions	000
Selected Court Decisions Regarding Equal Employment Opportunity (EEO) 
The Civil Rights Act of 1991	000
The Americans with Disabilities Act	000
State and Local Equal Employment Opportunity Laws	000
Summary	000
Defenses Against Discrimination Allegations	000
What Is Adverse Impact? 	000
Bona Fide Occupational Qualification	000
Business Necessity	000
Illustrative Discriminatory Employment Practices	000
A Note on What You Can and Cannot Do	000
Recruitment	000
Selection Standards	000
Sample Discriminatory Promotion, Transfer, and Layoff Procedures	000
The EEOC Enforcement Process	000
Processing a Charge	000
How to Respond to Employment Discrimination Charges	000
Diversity Management and Affirmative Action Programs	000
Managing Diversity	000
Boosting Workforce Diversity	000
Equal Employment Opportunity Versus Affirmative Action	000
Steps in an Affirmative Action Program	000
Case Incident: A Case of Racial Discrimination? 	000
Continuing Case: A Question of Discrimination	000
Experiential Exercise: Too Informal? 	000
 <hr>Chapter 3 Personnel Planning and Recruiting	000
What Is Job Analysis? 	000
Job Analysis Defined	000
Methods of Collecting Job Analysis Information	000
Writing Job Descriptions	000
Writing Job Specifications	000
Job Analysis in a "Jobless" World	000
Competency-Based Job Analysis	000
The Recruitment and Selection Process
Workforce Planning and Forecasting	000
How to Forecast Personnel Needs	000
Forecasting the Supply of Inside Candidates	000
Forecasting the Supply of Outside Candidates	000
Recruiting Job Candidates	000
Internal Sources of Candidates	000
Recruiting via the Internet	000
Advertising as a Source of Candidates	000
Employment Agencies as a Source of Candidates	000
Executive Recruiters as a Source of Candidates	000
College Recruiting and Interns as a Source of Candidates	000
Referrals and Walk-ins as a Source of Candidates	000
Recruiting a More Diverse Workforce	000
Developing and Using Application Forms
Purpose of Application Forms	000
Equal Opportunity and Application Forms
After You Receive the Application	000
Case Incident: A Tight Labor Market for Cleaners	000
Continuing Case: Who Do We Have to Hire? 	000
Experiential Exercise: The Nursing Shortage	000
Appendix: Enrichment Topics in Job Analysis	000
<hr>Chapter 4 Testing and Selecting Employees	000
The Basics of Testing and Selecting Employees	000
Why Careful Selection Is Important	000
Reliability	000
Validity	000
How to Validate a Test	000
Using Tests at Work	000
How Are Tests Used at Work? 	000
Management Assessment Centers	000
Testing on the Web	000
Interviewing Prospective Employees	000
Types of Selection Interviews	000
How Useful Are Interviews? 	000
How to Avoid Common Interviewing Mistakes	000
Guidelines for Conducting an Interview	000
Using Other Selection Techniques	000
Background Investigations and Reference Checks	000
Honesty Testing	000
Graphology	000
Physical Exams	000
Drug Screening	000
Realistic Job Previews	000
Complying with the Immigration Law	000
Evaluating the selection process	000
Case Incident: The Tough Screener	000
Continuing Case: Do You Have Sales Potential? 	000
Experiential Exercise	000
<hr>Chapter 5 Training and Developing Employees	000
Orienting Employees	000
The Training Process	000
The Training and Development Process	000
Training Techniques	000
On-the-Job Training	000
Informal Learning	000
Apprenticeship Training	000
 Vestibule Training	000
Audiovisual and Traditional Distance Learning Techniques	000
Computer-Based Training	000
Training via the Internet, and Learning Portals	000
Training for Special Purposes	000
Managerial Development and Training	000
Managerial On-the-Job Training	000
Action Learning	000
The Case Study Method	000
Management Games	000
Outside Seminars	000
University-Related Programs	000
Behavior Modeling	000
In-House Development Centers	000
Organizational Development	000
Building High-Performance Learning Organizations	000
Organizational Change	000
Lewin's Process for Overcoming Resistance	000
Evaluating the Training and Development Effort	000
Training Effects to Measure	000
Case Incident: Reinventing the Wheel at Apex Door Company	000
Continuing Case: The New Training Program	000
Experiential Exercise: Flying the Friendlier Skies	000
<hr>Chapter 6 Performance Management and Appraisal
Basic Concepts in Performance Management	000
Defining the Employee's Goals and Work Efforts	000
Effective Goal Setting	000
An Introduction to Appraising Performance	000
Why Appraise Performance? 	000
Who Should Do the Appraising? 	000
Basic Appraisal Methods	000
Graphic Rating Scale Method	000
Alternation Ranking Method	000
Paired Comparison Method	000
Forced Distribution Method	000
Critical Incident Method	000
Behaviorally Anchored Rating Scales	000
Appraisal Forms in Practice	000
The Management by Objectives Method	000
Computerized and Web/Based Performance Appraisals	000
Electronic Performance Monitoring	000
The Appraisal Feedback Interview	000
Preparing for the Appraisal Interview	000
Conducting the Interview	000
Toward More Effective Appraisals	000
Dealing with Common Appraisal Problems	000
Legal Issues in Performance Appraisal	000
Performance and Career Management	000
Roles in Career Development	000
The Employee's Role	000
The Employer's Role in Career Management	000
Innovative Corporate Career Development Initiatives	000
Gender Issues in Career Development	000
Managing Promotions and Transfers	000
Retirement	000
Technology and Career Planning	000
A Final Word	000
Case Incident: Back with a Vengeance	000
Continuing Case: The Performance Appraisal	000
Experiential Exercise	000
<hr>Chapter 7 Compensating Employees	000
What Determines How Much You Pay? 	000
Some Important Compensation Laws	000
How Unions Influence Compensation Decisions	000
Compensation Policies	000
Equity and Its Impact on Pay Rates	000
How Employers Establish Pay Rates	000
Step 1: Conduct the Salary Survey	000
Step 2: Determine the Worth of Each Job: Job Evaluation	000
Step 3: Group Similar Jobs into Pay Grades	000
Step 4: Price Each Pay Grade: Wage Curves	000
Step 5: Develop Rate Ranges	000
Pricing Managerial and Professional Jobs	000
Current Trends in Compensation	000
Competency- and Skill-Based Pay	000
Broadbanding	000
Board Oversight of Executive Pay	000
Incentive Plans	000
Piecework Plans	000
Team or Group Incentive Plans	000
Incentives for Managers and Executives	000
Incentives for Salespeople	000
Non-Tangible and Recognition-Based Awards	000
Online Award Programs	000
Merit Pay as an Incentive	000
Profit-Sharing Plans	000
Employee Stock Ownership Plan	000
Scanlon/Gainsharing Plans	000
Earnings-at-Risk Pay Plans	000
An Example: Incentives at Nucor Corporation	000
HRIS and Productivity	000
Employee Benefits	000
Pay for Time Not Worked	000
Insurance Benefits	000
Retirement Benefits	000
Employee Services and Family-Friendly Benefits	000
Flexible Benefits	000
Benefits and Employee Leasing	000
Benefits Web Sites 	000
Case Incident: Salary Inequities at Acme Manufacturing	000
Continuing The Incentive Plan	000
Experiential Exercise	000
<hr>Chapter 8 Ethics and Fair Treatment in Human Resource Management
Ethics and Fair Treatment at Work	000
The Meaning of Ethics	000
Ethics and the Law	000
Ethics, Fair Treatment, and Justice	000
Why Treat Employees Fairly? 	000
What Shapes Ethical Behavior at Work? 	000
Individual Factors	000
Organizational Factors	000
The Boss's Influence	000
Ethics Policies and Codes	000
The Organization's Culture	000
Ethics, Fair Treatment, and the Role of HR Management	000
Staffing and Selection	000
Training	000
Performance Appraisal	000
Reward and Disciplinary Systems	000
Workplace Aggression and Violence	000
Building Two-Way Communication	000
Other Illustrative HR Ethics Activities	000
Employee Discipline and Privacy	000
Three Pillars 	000
Discipline without Punishment	000
Electronic Employee Privacy	000
Managing Dismissals	000
Grounds for Dismissal	000
Avoiding Wrongful Discharge Suits	000
Personal Supervisory Liability	000
The Termination Interview	000
Layoffs and the Plant Closing Law	000
Adjusting to Downsizings and Mergers	000
Case Incident: Allstate's Disappearing Agents	000
Continuing Case: Are Our Ethics Out of Control? 	000
Experiential Exercise	000
<hr>Chapter 9 Managing Labor Relations and Collective Bargaining
The Labor Movement	000
Why Do Workers Organize? 	000
What Do Unions Want? What Are Their Aims? 	000
The AFL-CIO	000
Unions and the Law	000
Period of Strong Encouragement: The Norris-LaGuardia Act (1932) and the National 
Labor Relations Act (1935) 	000
Period of Modified Encouragement Coupled with Regulation: The Taft-Hartley Act 
(1947) 	000
Period of Detailed Regulation of Internal Union Affairs: The Landrum-Griffin Act 
(1959) 	000
The Union Drive and Election	000
The Supervisor's Role	000
Decertification Elections: When Employees Want to Oust Their Union	000
The Collective Bargaining Process	000
What Is Collective Bargaining? 	000
What Is Good-Faith Bargaining? 	000
The Negotiating Team	000
Bargaining Items	000
Bargaining Stages	000
Impasses, Mediation, and Strikes	000
The Contract Agreement	000
Handling Grievances	000
What's Next for Unions? 	000
Why the Union Decline? 	000
How Unions Are Changing	000
Case Incident: Disciplinary Action	000
Continuing Case: Keeping a Watchful Eye Out for the Union
Experiential Exercise	000
<hr>Chapter 10 Protecting Safety and Health	000
Employee Safety and Health: An Introduction	000
Why Employee Safety and Health Are Important	000
A Manager's Briefing on Occupational Law	000
What Causes Accidents? 	000
Unsafe Conditions	000
Unsafe Acts	000
How to Prevent Accidents	000
Reduce Unsafe Conditions	000
Reducing Unsafe Acts 	000
Use Screening to Reduce Unsafe Acts	000
Use Posters and Other Propaganda	000
Provide Safety Training	000
Use Incentives and Positive Reinforcement	000
Emphasize Top-Management Commitment	000
Foster a Culture of Safety	000
Establish a Safety Policy	000
Set Specific Loss Control Goals	000
Conduct Safety and Health Inspections Regularly	000
Protecting Vulnerable Workers	000
Employee Health: Problems and Remedies	000
Alcoholism and Substance Abuse	000
The Problems of Job Stress and Burnout	000
Asbestos Exposure at Work	000
Computer Monitor Health Problems and How to Avoid Them	000
Workplace Smoking	000
Dealing with Violence at Work	000
Terrorism	000
Case Incident: The New Safety Program	000
Continuing Case: The New Safety and Health Program
Experiential Exercise	000

Library of Congress Subject Headings for this publication:

Personnel management.