Test Bank Managing Human Resources 12th Edition by Susan E. Jackson
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Test Bank Managing Human Resources 12th Edition by Susan E. Jackson
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Product Description
Test Bank Managing Human Resources 12th Edition by Susan E. Jackson
Clear and well-integrated, Managing Human Resources uses the authors well-established Integrative Framework for Managing Human Resources to describe specific human resource (HR) activities including recruitment, training, performance management, and compensation.
ISBN-10 : 0190857560
ISBN-13 : 978-0190857561
Susan E. Jackson (Author), Randall S. Schuler (Author), Steve Werner (Author)
Table Of Contents
MANAGING HUMAN RESOURCES
CONTENTS IN BRIEF
CONTENTS
PREFACE
CHAPTER 1: MANAGING HUMAN RESOURCES
THE STRATEGIC IMPORTANCE OF MANAGING HUMAN RESOURCES
SATISFYING MULTIPLE STAKEHOLDERS
OWNERS AND INVESTORS
SOCIETY
CUSTOMERS
OTHER ORGANIZATIONS
ORGANIZATIONAL MEMBERS (THE EMPLOYEES)
GAINING AND SUSTAINING A COMPETITIVE ADVANTAGE
EMPLOYEES WHO ARE A SOURCE OF ADDED VALUE
EMPLOYEES WHO ARE RARE
AN HRM SYSTEM THAT CAN’T BE COPIED
A FRAMEWORK FOR MANAGING HUMAN RESOURCES
THE IMPORTANCE OF HRM STRATEGIES AND THE ORGANIZATION’S EXTERNAL AND INTERNAL ENVIRONMENTS
ACTIVITIES FOR MANAGING HUMAN RESOURCES
THE HR TRIAD
HR PROFESSIONALS PROVIDE SPECIAL EXPERTISE
LINE MANAGERS
EMPLOYEES SHARE RESPONSIBILITY
THE HR TRIAD: ROLES AND RESPONSIBILITIES FOR MANAGING HUMAN RESOURCES
LOOKING AHEAD: FIVE SPECIAL THEMES
MANAGING WITH TEAMS
MANAGING WITH DIVERSITY AND INCLUSION
MANAGING WITH ETHICS AND CORPORATE SOCIAL RESPONSIBILITY
MANAGING WITH NEW TECHNOLOGIES
MANAGING WITH METRICS AND ANALYTICS
CURRENT ISSUES
THE CHANGING ROLE OF THE HR FUNCTION
EMPLOYEE ENGAGEMENT
CHAPTER SUMMARY WITH LEARNING GOALS
TERMS TO REMEMBER
QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING
PROJECTS TO EXTEND YOUR LEARNING
CASE STUDY: CAN KNIGHTS APPAREL SATISFY ALL OF ITS STAKEHOLDERS AND SURVIVE?
CHAPTER 2: FORMULATING AND IMPLEMENTING HRM STRATEGIES
THE IMPORTANCE OF FORMULATING AND IMPLEMENTING HRM STRATEGIES
ELEMENTS OF THE ENVIRONMENT FOR MANAGING HUMAN RESOURCES
FORMULATING AND IMPLEMENTING HRM STRATEGIES
THE HR TRIAD
THE HR TRIAD: ROLES AND RESPONSIBILITIES FOR FORMULATING AND IMPLEMENTING HRM STRATEGIES
UNDERSTANDING THE EXTERNAL ENVIRONMENT
THE ECONOMIC LANDSCAPE
THE DEMOGRAPHIC LANDSCAPE
THE SOCIO-CULTURAL LANDSCAPE
THE POLITICAL LANDSCAPE
UNDERSTANDING THE INTERNAL ENVIRONMENT
TECHNOLOGY
COMPANY CULTURE
BUSINESS STRATEGIES
FINANCIAL, ORGANIZATIONAL, REPUTATION, AND HUMAN RESOURCES
HRM STRATEGIES
STRATEGIC ALIGNMENT
TYPES OF HRM STRATEGIES
HRM STRATEGY FORMULATION
ALIGNING HRM STRATEGY FORMULATION WITH THE BUSINESS STRATEGY
SPECIFYING STRATEGIC OBJECTIVES
DESIGNING AN INTEGRATED HRM SYSTEM TO ACHIEVE STRATEGIC OBJECTIVES
HRM STRATEGY IMPLEMENTATION
REASONS FOR RESISTANCE
OVERCOMING RESISTANCE
REVIEW AND REVISE
CURRENT ISSUES
MANAGING A MULTI-GENERATIONAL WORKPLACE
MERGERS AND ACQUISITIONS
CHAPTER SUMMARY WITH LEARNING GOALS
TERMS TO REMEMBER
QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING
PROJECTS TO EXTEND YOUR LEARNING
CASE STUDY: LEVI STRAUSS & COMPANY
CHAPTER 3: ENSURING FAIR TREATMENT AND LEGAL COMPLIANCE
THE STRATEGIC IMPORTANCE OF FAIRNESS AND LEGAL COMPLIANCE
SOCIETY’S CONCERNS ABOUT FAIRNESS
CONCERNS OF THE LABOR FORCE
CUSTOMERS WIN WHEN EMPLOYERS TREAT EMPLOYEES FAIRLY
THE HR TRIAD
HR PROFESSIONALS
THE HR TRIAD: ROLES AND RESPONSIBILITIES TO ENSURE FAIR TREATMENT AND LEGAL COMPLIANCE
LINE MANAGERS
OTHER EMPLOYEES
WHAT FAIRNESS MEANS TO EMPLOYEES
DISTRIBUTIVE JUSTICE
PROCEDURAL JUSTICE
INTERACTIONAL JUSTICE
REACTIONS TO UNJUST TREATMENT
THE LEGAL LANDSCAPE
SOCIETAL FACTORS
LAWS
AGENCIES
COURTS
COMPANY RESPONSES
TITLE VII OF THE CIVIL RIGHTS ACT
THE EEOC
CATEGORIES OF DISCRIMINATION COVERED BY TITLE VII
HARASSMENT
DEFENDING DISCRIMINATION ALLEGATIONS
OTHER DISCRIMINATION LAWS AND EXECUTIVE ORDERS
AGE DISCRIMINATION IN EMPLOYMENT ACT
AMERICANS WITH DISABILITIES ACT
GENETIC INFORMATION NON-DISCRIMINATION ACT
EXECUTIVE ORDERS 11246, 11375, 11478, AND 13672
SETTLING DISPUTES
COMPANY GRIEVANCE PROCEDURES
MEDIATION AND ARBITRATION
USING THE COURTS TO SETTLE DISPUTES
DIVERSITY AND INCLUSION INITIATIVES FOR ENSURING FAIR TREATMENT
WHO IS COVERED BY DIVERSITY AND INCLUSION INITIATIVES?
A CULTURE OF INCLUSION
EVALUATING THE EFFECTIVENESS OF DIVERSITY AND INCLUSION INITIATIVES
ECONOMIC BENEFITS OF DIVERSITY
CURRENT ISSUES
SEXUAL ORIENTATION
AUTISM IN THE WORKPLACE
CHAPTER SUMMARY WITH LEARNING GOALS
TERMS TO REMEMBER
QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING
PROJECTS TO EXTEND YOUR LEARNING
CASE STUDY: UNITED WAY AND THE BOY SCOUTS OF AMERICA
CHAPTER 4: USING JOB ANALYSIS AND COMPETENCY MODELING
THE STRATEGIC IMPORTANCE OF JOB ANALYSIS AND COMPETENCY MODELING
FOUNDATION FOR AN INTEGRATED HRM SYSTEM
CHANGING CULTURES AND IMPLEMENTING NEW STRATEGIES
ADOPTING NEW TECHNOLOGY
COMPLYING WITH LAWS AND REGULATIONS
THE HR TRIAD
THE HR TRIAD: ROLES AND RESPONSIBILITIES IN JOB ANALYSIS AND COMPETENCY MODELING
SPECIFIC TERMINOLOGY
POSITIONS, JOBS, AND OCCUPATIONS
JOB ANALYSIS
COMPETENCY MODELING
JOB DESCRIPTIONS AND JOB SPECIFICATIONS
CAREER PATHS
SOURCES OF INFORMATION USED IN JOB ANALYSIS AND COMPETENCY MODELING
JOB INCUMBENTS
SUPERVISORS
TRAINED JOB ANALYSTS
CUSTOMERS
METHODS OF COLLECTING INFORMATION
INDIVIDUAL AND GROUP INTERVIEWS
OBSERVATIONS
QUESTIONNAIRES
STANDARDIZED APPROACHES TO JOB ANALYSIS
TIME-AND-MOTION STUDIES
ERGONOMIC ANALYSIS
OCCUPATIONAL INFORMATION NETWORK (O*NET)
POSITION ANALYSIS QUESTIONNAIRE
MANAGEMENT POSITION DESCRIPTION QUESTIONNAIRE
CUSTOMIZED APPROACH TO JOB ANALYSIS
DEVELOPING A CUSTOMIZED INVENTORY
ANALYZING AND INTERPRETING THE DATA
ADVANTAGES AND DISADVANTAGES
ANALYZING NEEDED COMPETENCIES
STANDARDIZED APPROACH
CUSTOMIZED APPROACH
COMPETENCY INVENTORIES
CURRENT ISSUES
THE DECLINE OF JOB ANALYSIS?
THE IMPORTANCE OF DOCUMENTING COMPETENCY MODELING
CHAPTER SUMMARY WITH LEARNING GOALS
TERMS TO REMEMBER
QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING
PROJECTS TO EXTEND YOUR LEARNING
CASE STUDY: JOB DESCRIPTIONS AT HITEK
CHAPTER 5: MANAGING TALENT THROUGH WORKFORCE PLANNING, RECRUITMENT, AND RETENTION
THE STRATEGIC IMPORTANCE OF MANAGING TALENT THROUGH WORKFORCE PLANNING, RECRUITMENT, AND RETENTION
IMPROVING PRODUCTIVITY
REDUCING LABOR COSTS
STAYING COMPETITIVE
WORKFORCE PLANNING, RECRUITMENT, AND RETENTION WITHIN AN INTEGRATED HRM SYSTEM
OTHER HR ACTIVITIES
THE EXTERNAL AND INTERNAL ENVIRONMENTS
THE HR TRIAD
HR PROFESSIONALS
LINE MANAGERS
THE HR TRIAD: ROLES AND RESPONSIBILITIES FOR MANAGING TALENT
OTHER EMPLOYEES
WORKFORCE PLANNING
WORKFORCE FORECASTS
SUCCESSION PLANNING
RECRUITING SOURCES AND METHODS
RECRUITING FROM THE INTERNAL LABOR MARKET
RECRUITING FROM THE EXTERNAL LABOR MARKET
ATTRACTING UNCONVENTIONAL EMPLOYEES
USING METRICS AND ANALYTICS TO MANAGE THE TALENT SUPPLY CHAIN
RECRUITMENT FROM THE APPLICANT’S PERSPECTIVE
COMPANY REPUTATION
THE RECRUITMENT EXPERIENCE
PERCEPTIONS OF FIT
ETHICAL RECRUITING PRACTICES
TALENT RETENTION
UNDERSTANDING THE REASONS FOR TURNOVER
REDUCING UNWANTED TURNOVER
CURRENT ISSUES
AVOIDING LAYOFFS
RECRUITMENT AND RETENTION OF OLDER WORKERS
CHAPTER SUMMARY WITH LEARNING GOALS
TERMS TO REMEMBER
QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING
PROJECTS TO EXTEND YOUR LEARNING
CASE STUDY: DOWNSIZING: ANATHEMA TO CORPORATE LOYALTY?
CHAPTER 6: SELECTING EMPLOYEES TO FIT THE JOB AND THE ORGANIZATION
THE STRATEGIC IMPORTANCE OF SELECTING EMPLOYEES TO FIT THE JOB AND THE ORGANIZATION
OBTAINING A CAPABLE WORKFORCE
COMPANY REPUTATION
MAXIMIZING THE ECONOMIC UTILITY OF SELECTION PRACTICES
SELECTION WITHIN AN INTEGRATED HRM SYSTEM
OTHER HR ACTIVITIES
THE EXTERNAL AND INTERNAL ENVIRONMENTS
THE HR TRIAD
THE HR TRIAD: ROLES AND RESPONSIBILITIES IN SELECTING EMPLOYEES
LINE MANAGERS
HR PROFESSIONALS
OTHER EMPLOYEES
DESIGNING THE SELECTION PROCESS
ESTABLISH THE CRITERIA OF INTEREST
CHOOSING PREDICTORS
CHOOSING ASSESSMENT TECHNIQUES
DECIDING WHEN TO MEASURE EACH PREDICTOR
SYNTHESIZING INFORMATION TO CHOOSE APPROPRIATE CANDIDATES
TECHNIQUES FOR SCREENING JOB APPLICANTS
PERSONAL HISTORY ASSESSMENTS
BACKGROUND VERIFICATION AND REFERENCE CHECKS
MEDICAL TESTS
JOB INTERV