Human Resource Management
Author(s): Raymond J. Stone
The fifth edition of "Human Resource Management" has been thoroughly revised and updated to reflect current issues and practice in HRM. A continuing emphasis is placed on HRM practice in the Asia-Pacific Rim as is the importance of strategy and managing diversity in human resource management. This new edition has expanded its practical, real world approach with the inclusion of Practitioner Speaks boxes, ethical sidebars and a new integrative case running through each chapter. The end of part and chapter case studies, ethical dilemmas, soapboxes, review questions, and practical exercises have been updated and expanded where necessary.The Diagnostic Model has been replaced with the Environmental Influences Model. This new model is provided in chapter 1 and is used as the basis for end-of-chapter questions throughout the book. Practitioner Speaks boxes are found in each chapter. They include a photo of a particular HR practitioner in the Asia-Pacific region, and outline his/her views on the theory in the chapter. Practitioner Speaks Exercises at the end of each chapter relate back to the Practitioner Speaks feature.
General Information
- :
- : John Wiley and Sons Ltd
- : John Wiley & Sons Ltd
- : 1.722
- : 15 October 2004
- : United Kingdom
- : books
Other Specifications
- : Raymond J. Stone
- : Paperback
- : 5th Revised edition
- : 658.3
- : 882
- : illustrations
More About The Product
Part 1: Introducing HRM Chapter 1 Strategic human resource management Chapter 2 Human resource planning Chapter 3 Human resource information systems Chapter 4 Human resource management and the law Part 1 Case Study House Smart Furniture Company (Margaret Heffernan, RMIT) Part 2: Determining, attracting and selecting human resources Chapter 5 Job analysis, job design and quality of work life Chapter 6 Recruiting human resources Chapter 7 Employee selection Part 2 Case Study Laura Learns a Lesson (Wendy Webber, Monash University) Part 3: Developing human resources Chapter 8 Appraising and managing performance Chapter 9 Human resource development Chapter 10 Career planning and development Part 3 Case Study Developing Human Resources at ABC Manufacturing (Jenny Brinkies, Swinburne University) Part 4: Rewarding human resources Chapter 11 Employee motivation Chapter 12 Employee compensation Chapter 13 Incentive compensation Chapter 14 Employee benefits Part 4 Case Study Soliciting Excellence: Strategic Reward Management at Winton Wynne Moore (John Shields, University of Sydney) Part 5: Managing human resources Chapter 15 Industrial relations Chapter 16 Managing change and workplace relations Chapter 17 Negotiating in the workplace Chapter 18 Employee health and safety Chapter 19 Managing diversity Part 5 Case Study Merino Wool Combing Company: Searching for Innovation and Productivity in a Global Economy (Erica French and Glenda Maconachie, QUT) Part 6: Human resources in a changing world Chapter 20 International human resource management Chapter 21 Managing international assignments Part 6 Case Study Outsourcing IT ? Enabling Services to India: Sound Strategy or Social Suicide? (Mohan Thite, Griffith Uni) Part 7: Evaluating human resource management Chapter 22 Assessing human resource management Part 7 Case Study Assessing Managerial Bench Strength (HRM Consulting) Appendix A Institutes and societies relevant to the HR manager Appendix B Company web sites Glossary Index
