Table of Content

PART I Introduction   
Chapter 1 Managing Strategic Human Resources Today  
Chapter 2 Managing Equal Opportunity and Diversity   
PART II Recruiting and Placing Employees   
Chapter 3 Personnel Planning, Recruiting, and Talent Management   
Chapter 4 Testing and Selecting Employees   
Chapter 5 Training and Developing Employees   
PART III Appraising and Compensating Employees   
Chapter 6 Performance Management, Appraisals, and Careers   
Chapter 7 Compensating Employees   
PART IV Employee Rights and Safety  
Chapter 8 Managing Employee Ethics, Engagement, Retention, and Fair Treatment
Chapter 9 Managing Labor Relations and Collective Bargaining   
Chapter 10 Protecting Safety and Health  
 

Salient Features

Getting to the point-A Concise Overview for All Managers. The focus of this text is to make the information relevant to students of management-not just those who will specialize in human resources.

Making the connection-Realism. Each chapter of this text touches on, or provides examples of, how managers strategically use HR practices and technology in today's business environment.

Dozens of new topics. Reliability, validity, generalizability, utility, person-job fit, bias, using the standard deviation rule in equal employment compliance, retaliation, job satisfaction and withdrawal, managing voluntary turnover, management's willingness to take a strike, cross training, and job hazard analysis.

A new boxed feature, HR as a Profit Center, in most chapters presents actual examples of how human resource managers added measurable value to their companies.

Expanded treatment of Career Management in Chapter 6 (Performance Management, Appraisals, and Careers) and of the ADDIE training process in Chapter 5 (Training and Developing Employees).

A new end-of-book module on Practical HR Tools for Managers, focusing on nuts-and- bolts human resource management tools, guidelines, and systems all managers can use, for instance, to comply with EEOC interview question guidelines.