By examining human resource management (HRM) techniques and processes from the `receiving end', Experiencing Human Resource Management provides a rich and valuable view of HRM initiatives and strategies. If HRM is to contribute to the objectives of the organization, it is imperative to understand how HRM techniques are being applied and experienced. The current HRM literature is dominated by a managerial focus and perspective, however this book tells the experiences of employees in more than 20 organizations across a number of sectors and countries. It sets out to answer three questions: A decade or so from its arrival, is HRM delivering its promises? Of the many documented changes in workplace policies and practices

Human resources is rapidly evolving into a data-rich field but with big data comes big decisions. The best companies understand how to use data to make strategic workforce decisions and gain significant competitive advantage. Human Resource Management: People, Data, and Analytics by Talya Bauer, Berrin Erdogan, David Caughlin, and Donald Truxillo introduces students to the fundamentals of talent management with integrated coverage of data analytics and how they can be used to inform and support decisions about people in an organization. Features tied to SHRM competencies and data exercises give readers hands-on opportunities to practice the analytical and decision-making skills they need to excel in today’s job market. Engaging examples illustrate key HRM concepts and theories, which brings many traditional HRM topics concepts to life. Whether your students are future managers or future HR professionals, they will learn best practices for managing talent across the lifecycle in the changing workplace.

Written for both HRM majors and non-majors, Human Resource Management: Functions, Applications, and Skill Development equips students with the skills they need to recruit, select, train, and develop employees. Best-selling authors Robert N. Lussier and John R. Hendon explore the important strategic functions that HRM plays in today′s organizations. A wide variety of applications and exercises keep readers engaged and help them practice skills they can use in their personal and professional lives. The Fourth Edition brings all chapters up to date according to the SHRM 2018 Curriculum Guidebook; expands coverage on topics such as diversity and inclusion, AI, employee engagement, and pay equity; and features 17 new case studies on a range of organizations, including Starbucks and its response to the COVID-19 pandemic. This title is accompanied by a complete teaching and learning package. Digital Option / Courseware SAGE Vantage is an intuitive digital platform that delivers this text’s content and course materials in a learning experience that offers auto-graded assignments and interactive multimedia tools, all carefully designed to ignite student engagement and drive critical thinking. Built with you and your students in mind, it offers simple course set-up and enables students to better prepare for class. Assignable Video with Assessment Assignable video (available with SAGE Vantage) is tied to learning objectives and curated exclusively for this text to bring concepts to life. Assignable Self-Assessments Assignable self-assessments (available with SAGE Vantage) allow students to engage with the material in a more meaningful way that supports learning. LMS Cartridge Import this title’s instructor resources into your school’s learning management system (LMS) and save time. Don’t use an LMS? You can still access all of the same online resources for this title via the password-protected Instructor Resource Site.

An Introduction to Human Resource Management provides a balanced introduction to the complex world of human resource management. This straightforward and accessible text takes the reader through both practical and theoretical aspects of the subject and is ideal for those studying HRM for the first time. This textbook combines the main theoretical underpinning for the subject area with a large number of practical examples and cases to assist the learning process. It is divided into 12 chapters to provide one topic a week on a modular course, but may be extended into two semesters. A lecturer's supplement accompanies the text. This new edition covers many areas of legislation, especially in the field of equal opportunities, employee rights in flexible working and in employee relations generally. Many new cases and examples of research have been added including rich sources from the international field. The majority of the case studies are real-life cases from published sources or from the author's experience. It has been extensively revised to place a greater emphasis on the role of Human Resources in improving organisational and employee performance. There is a focus on practical research and the book is clear, concise and comprehensive. An Introduction to Human Resource Management is intended for first degree students studying the subject as part of a modular degree course or for students on a foundation degree in Business Studies. It can also be valuable on post-experience courses such as certificate or diploma courses in management studies or as part of the MCI series of qualifications.

Now in its 10th edition, AHRI-endorsed Human Resource Management: Strategy and Practice provides a strong conceptual and practical framework for students of human resource management. The successful integrative strategic HRM model is retained and the most recent developments in human resource management theories and practices are explored. A multitude of contemporary regional and international examples are incorporated throughout, alongside expanded coverage on the future of work and emerging HRM issues. Thoroughly revised and updated with the latest research findings, this edition adopts a lateral approach to illustrating the evolving HRM landscape and promoting employability. Now available on the MindTap platform, Human Resource Management: Strategy and Practice provides an optional online learning experience with interactive, skills-based activities as well as new opportunities for student engagement and revision. Premium online teaching and learning tools are available on the MindTap platform. Learn more about the online tools cengage.com.au/mindtap

As a practice, businesses and organizations depend on three key resources: physical resources, such as materials and equipment; financial resources, including cash, credit, and debt; and people. There can be no doubt that people play a vital role in an organization or business as a resource. Having a thorough strategy, a marketable product or service, and efficient processes are all important. But all of this depends on the ability of the people within the organization to execute strategies, plans, and processes to make a business successful. Every part of the business boils down to people. And by managing people, organizations can be more profitable, lead more effectively, create brand loyalty and do better work. The human resource function of every defines their success as an organization. An organisation’s HR function plays a major role in the growth of its bottom line and the success of its business strategy. The very nature of a company is in its people, and giving direction to people is what human resource management (HRM) is all about. HRM provides an organization with the best services and systems drive both profit and team synergy. Human resource management is the organizational function that manages all of the issues related to the people in an organization. That includes but is not limited to compensation, recruitment, and hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, policy administration, and training. Human resource management is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Done well, it enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. The department members provide the knowledge, necessary tools, training, administrative services, coaching, legal and management advice, and talent management oversight that the rest of the organization needs for successful operation. HRM staff members are partially responsible for ensuring that the organization has an overall mission, vision, and values that are shared and provide an overarching reason for employees to want to work for their organization. These elements can be inspirational and help employees feel as if they are part of something that is bigger than themselves. Additional activities sponsored by HRM can include employee and community outreach. They are frequent mentors and members of employee teams that address philanthropic giving, employee engagement activities, and events that involve employee families. Human resources management has evolved over the years, and it now usually involves contributing to a company's strategic direction and using metrics to measure efforts and demonstrate value. HRM functions are also performed by line managers who are directly responsible for the engagement, contribution, and productivity of their reporting staff members. In a fully integrated talent management system, the managers play a significant role in and take ownership of responsibility for the recruitment process. They are also responsible for the ongoing development of and retention of superior employees. HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. The HRM function is now expected to add value to the strategic utilization of employees and to ensure that employee programs recommended and implemented impact the business in positive measurable ways. Employees who work in HRM must also help keep their employer and company safe from lawsuits and the resulting workplace chaos. They must perform a balancing act to serve all of an organization's stakeholders: customers, executives, owners, managers, employees, and stockholders. HRM bridges the gap between the employees and the management of an organization.

The eBooks is authored by proficient Teachers and Professors. The Text of the eBooks is simple and lucid. The contents of the book have been organised carefully and to the point.

Multinational enterprises continue to rely heavily upon expatriates as part of their global workforce. These expatriates, whose exact employment contract may take different forms, are assigned to help them develop global skills as well as to foster knowledge transfer. But managing this expatriate workforce is extremely complex, requiring a questioning of assumptions and sensitivity to new social and cultural dynamics. This book sets out to examine the problem of expatriate management through an I/O Psychology lens. Each chapter draws upon the expertise of scholars from around the world to provide insights into the latest research findings and remaining needs, pertaining to a wide variety of issues. The contributors of this book review the current state of the research of the issue at hand and then make recommendations for where the new frontiers of the research should be in the coming decades. This volume covers four sets of issues pertaining to expatriate management and global mobility in depth. First, the different decision points organizations must make about assigning someone to an overseas location for some period of time; second the different categories of employees in the multinational corporation and their unique characteristics and challenges; third, the various issues and implications of managing a globally mobile workforce; and fourth, the unique contexts of global mobility. Overarching future research themes are identified that lay out the research agenda for the coming decades. By bringing together key research, this book aims to help I/O psychologists understand, explore, and identify new ways of contributing to the understanding of the issues involved in managing an expatriate workforce. Incorporating state-of-the art I/O psychology research in this unique context bears the promise of yielding important new paradigms and practices.

We are in what many call “The Age of the Customer.” Customers are empowered more than ever before and demand a high level of customer attention and service. Their increasing expectations and demands worldwide have forced organizations to transform themselves and prepare for the customer experience (CX) battlefield. This landmark book addresses: What customer experience really means Why it matters Whether it has any substantial business impact What your organization can do to deliver and sustain your CX efforts, and How we got to this particular point in CX history This book is the result of exhaustive research conducted to incorporate various components that affect customer experience. Based on the research results, the authors make a case for seeing CX and associated transformations as the next natural evolution of the quality management system (QMS) already in place in most companies. Using an existing QMS as the foundation for CX not only creates a more sustainable platform, but it allows for a faster and more cost effective way to enable an organization to attain world-class CX.