Human Resource Management 11th Edition Rue Solutions Manual

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Human Resource Management 11th Edition Rue Solutions Manual.

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Human Resource Management 11th Edition Rue Solutions Manual

Product details:

  • ISBN-10 ‏ : ‎ 1260098559
  • ISBN-13 ‏ : ‎ 978-1260098556
  • Author: John R. Hollenbeck

Human Resource Management: Gaining a Competitive Advantage was developed to teach students how to strategically overcome challenges within organizations and gain a competitive advantage for their companies. All of the authors have won numerous teaching and prestigious research awards; this along with their teamwork and consulting experience delivers a learning program strong is depth and breadth and current in research and practice simply not found in other products.

Table contents:

  1. PART 1: Human resource management in the modern world
  2. 1 The nature of human resource management
  3. Defining human resource management
  4. The evolution of modern HRM
  5. HRM and the achievement of organisational effectiveness
  6. Summary propositions
  7. General discussion topics
  8. Theory into practice
  9. Further reading
  10. References
  11. 2 The global context for human resource management
  12. Defining globalisation
  13. The causes of globalisation
  14. The impact of globalisation
  15. Conclusions
  16. Summary propositions
  17. General discussion topics
  18. Theory into practice
  19. Further reading
  20. References
  21. 3 HRM around the world
  22. Global HRM: similarities
  23. Global HRM: differences
  24. Explaining global diversity in HRM practice
  25. Is greater divergence a possibility?
  26. Summary propositions
  27. General discussion topics
  28. Theory into practice
  29. Further reading
  30. References
  31. 4 Strategic human resource management
  32. Strategic HRM
  33. The relationship between business strategy and HR strategy
  34. Theoretical perspectives of strategic HRM
  35. Summary propositions
  36. General discussion topics
  37. Theory into practice
  38. Further reading
  39. Web link
  40. References
  41. 5 Workforce planning, analytics and AI
  42. The contribution and feasibility of workforce planning
  43. The scope of workforce planning
  44. Analysing the environment
  45. Forecasting future HR needs
  46. Analysing the current situation and projecting forward
  47. Reconciliation, decisions and plans
  48. Workforce analytics and AI (artificial intelligence)
  49. Summary propositions
  50. General discussion topics
  51. Theory into practice
  52. Further reading
  53. References
  54. 6 Employability: the basic skills
  55. 6.a. Being effective with people
  56. Summary propositions
  57. General discussion topics
  58. Putting it into practice
  59. 6.b. Using and interpreting basic analytics
  60. Summary propositions
  61. General discussion topics
  62. Putting it into practice
  63. 6.c. Effective writing
  64. Summary propositions
  65. General discussion topics
  66. Putting it into practice
  67. 6.d. Presentation
  68. Summary propositions
  69. General discussion topics
  70. Putting it into practice
  71. Further reading
  72. References
  73. PART 2: Resourcing: getting people in the right places to do the right things
  74. 7 Organisational agility and flexibility
  75. Organisation design
  76. Organisation structures
  77. Employer flexibility
  78. Employee flexibility
  79. Summary propositions
  80. General discussion topics
  81. Theory into practice
  82. Further reading
  83. References
  84. 8 Recruitment
  85. Determining requirements
  86. Rational versus processual approaches to recruitment
  87. Internal recruitment
  88. External recruitment
  89. Recruitment advertising
  90. Evaluation of recruitment activity
  91. Summary propositions
  92. General discussion topics
  93. Theory into practice
  94. Further reading
  95. References
  96. 9 Selection methods and decisions
  97. Rational versus processual approaches to selection
  98. Selection criteria
  99. Shortlisting
  100. Selection methods
  101. Advanced methods of selection
  102. Final selection decision making
  103. Validation of selection procedures
  104. Summary propositions
  105. General discussion topics
  106. Theory into practice
  107. Further reading
  108. References
  109. 10 Employability: skills in resourcing
  110. 10.a. Determining the vacancy
  111. Summary propositions
  112. Putting it into practice
  113. 10.b. Job and competency analysis
  114. Summary propositions
  115. Putting it into practice
  116. 10.c. The selection interview
  117. Summary propositions
  118. General discussion topics
  119. Putting it into practice
  120. Further reading
  121. Reference
  122. PART 3: Performance: success through individual and collective achievement
  123. 11 Employee performance management
  124. Performance management or performance appraisal?
  125. Theoretical bases of performance management
  126. Performance management across national contexts
  127. Stages in a performance management system
  128. Performance management: does it improve performance?
  129. Summary propositions
  130. General discussion topics
  131. Theory into practice
  132. Further reading
  133. References
  134. 12 Leadership
  135. Leadership and management
  136. What are the traits of (effective) leaders?
  137. What is the ‘best way to lead’? Leadership styles and behaviours
  138. Do leaders need different styles for different situations?
  139. Transformational leadership: do we really need heroes?
  140. Followership
  141. Summary propositions
  142. General discussion topics
  143. Theory into practice
  144. Further reading
  145. References
  146. 13 Managing attendance and absence
  147. The national context
  148. Impact on the organisation
  149. Process and causes of absence and attendance
  150. Managing for appropriate attendance
  151. Summary propositions
  152. General discussion topics
  153. Theory into practice
  154. Further reading
  155. References
  156. 14 Engagement and retention
  157. Defining engagement
  158. The benefits of employee engagement
  159. Employee retention
  160. The impact of labour turnover
  161. Analysing labour turnover
  162. Engagement and retention strategies
  163. Summary propositions
  164. General discussion topics
  165. Theory into practice
  166. Further reading
  167. References
  168. 15 Employability: skills in performance
  169. 15.a. The appraisal interview
  170. Summary propositions
  171. General discussion topics
  172. Putting it into practice
  173. 15.b. Designing questionnaires
  174. Putting it into practice
  175. Further reading
  176. References
  177. PART 4: Development
  178. 16 Organisational change and development
  179. The nature of change and the role of planned change
  180. How can organisations be responsive to change?
  181. Addressing the employee experience of change
  182. Reconceptualising change
  183. Organisational development as a specific approach to change
  184. The evolution and future of OD
  185. Summary of the HR role in change
  186. Summary propositions
  187. General discussion topics
  188. Theory into practice
  189. Further reading
  190. References
  191. 17 The context of employee learning and development
  192. The UK national picture and strategy
  193. UK skills policy and framework
  194. The learning context
  195. Summary propositions
  196. General discussion topics
  197. Case study
  198. Further reading
  199. References
  200. 18 Learning and development
  201. Identifying learning and development needs
  202. Methods of learning and development: Part 1
  203. Methods of learning and development: Part 2 Focus on digital learning technologies
  204. Evaluation of training and development
  205. Summary propositions
  206. General discussion topics
  207. Theory into practice
  208. Further reading
  209. References
  210. 19 Talent and career development
  211. What is talent?
  212. Identification of talent
  213. Strategic talent and career development
  214. Promotion and succession planning
  215. Developing talent and careers
  216. How organisations evaluate talent management
  217. Summary propositions
  218. General discussion topics
  219. Theory into practice
  220. Further reading
  221. References
  222. 20 Employability: skills in learning and development
  223. 20.a. Teaching and learning
  224. Summary propositions
  225. Putting it into practice
  226. 20.b. Coaching
  227. Summary propositions
  228. General discussion topics
  229. Putting it into practice
  230. Further reading
  231. References
  232. PART 5: Employee relations
  233. 21 Employee voice
  234. Terminology
  235. Information sharing
  236. Team briefing
  237. Quality circles
  238. Attitude surveys
  239. Suggestion schemes
  240. Consultation
  241. Co-determination
  242. Summary propositions
  243. General discussion topics
  244. Theory into practice
  245. Further reading
  246. References
  247. 22 The legal framework of work
  248. A regulatory revolution
  249. The contract of employment
  250. Discrimination law
  251. Unfair dismissal law
  252. Health and safety law
  253. Family-friendly employment law
  254. Is employment law a benefit or a burden for businesses?
  255. Summary propositions
  256. General discussion topics
  257. Theory into practice
  258. Further reading
  259. References
  260. Legal cases
  261. 23 Diversity and inclusion
  262. How ‘equal’ is the workforce?
  263. Different approaches to equality
  264. Implications for organisations
  265. Summary propositions
  266. General discussion topics
  267. Theory into practice
  268. Further reading
  269. References
  270. 24 Employability: skills in employee relations
  271. 24.a. Mediation
  272. Summary propositions
  273. General discussion topics
  274. 24.b. The disciplinary or grievance interview
  275. Summary propositions
  276. General discussion topics
  277. Putting it into practice
  278. Further reading
  279. References
  280. PART 6: Reward: the contract for payment
  281. 25 Total reward and setting pay
  282. Introducing reward management
  283. Total reward
  284. The elements of payment
  285. Setting base pay
  286. The importance of equity
  287. Regulatory restrictions
  288. Minimum wages
  289. Equal pay law
  290. Unlawful deductions
  291. International diversity in reward management
  292. Summary propositions
  293. General discussion topics
  294. Theory into practice
  295. Further reading
  296. References
  297. 26 Incentives
  298. Basic choices
  299. The extent to which incentives are paid
  300. Payment by results (PBR) schemes
  301. Performance-related pay (PRP)
  302. Skills-based pay
  303. Profit sharing
  304. Summary propositions
  305. General discussion topics
  306. Theory into practice
  307. Further reading
  308. References
  309. 27 Pensions and benefits
  310. Pensions
  311. Occupational pensions and HRM
  312. Sick pay
  313. Company cars
  314. Flexible benefits
  315. Summary propositions
  316. General discussion topics
  317. Theory into practice
  318. Further reading
  319. References
  320. 28 Employability: skills in reward
  321. 28.a. Negotiation
  322. Summary propositions
  323. General discussion topics
  324. Putting it into practice
  325. 28.b. How to reward employees working overseas for the dislocation of their domestic and social arra
  326. Summary propositions
  327. General discussion topics
  328. Putting it into practice
  329. Further reading
  330. PART 7: Contemporary issues
  331. 29 HRM and business ethics
  332. What do we mean by ethics?
  333. Early management concern with ethics
  334. Business ethics today
  335. Ethics and HRM
  336. Ethics across national boundaries
  337. Some current and developing ethical dilemmas
  338. Summary propositions
  339. General discussion topics
  340. Theory into practice
  341. Further reading
  342. References
  343. 30 Managing the human resource function
  344. The HR function: purpose, roles and competencies
  345. Structure of the HR function
  346. HR strategic contribution
  347. HR delivery approaches
  348. HR shared services
  349. Outsourcing HR
  350. The role of line managers in HR
  351. Critique of the changes in the HR function
  352. Summary propositions
  353. General discussion topics
  354. Theory into practice
  355. Further reading
  356. References
  357. 31 HR in small and medium-sized enterprises
  358. Introduction
  359. What do we know about working in SMEs?
  360. The SME context
  361. How strategic is HR in SMEs?
  362. What does this mean for HR practice in SMEs?
  363. Summary propositions
  364. General discussion topics
  365. Theory into practice
  366. Further reading
  367. References
  368. 32 Health and well-being
  369. The nature of health and well-being
  370. Health and well-being initiatives
  371. ‘Good work’ and well-being: job design and job quality
  372. The business case for health and well-being
  373. Criticisms of health and well-being initiatives
  374. Summary propositions
  375. General discussion topics
  376. Theory into practice
  377. Further reading
  378. References
  379. 33 Managing the international workforce
  380. Structuring international organisations
  381. Managing expatriates
  382. HRM issues in international organisations
  383. Summary propositions
  384. General discussion topics
  385. Theory into practice
  386. Further reading
  387. References
  388. 34 The future of work
  389. Long-term labour market trends
  390. Technology and jobs
  391. Conclusions
  392. Summary propositions
  393. General discussion topics
  394. Theory into practice
  395. Further reading
  396. References
  397. 35 Advanced HR skills
  398. 35.a. Chairing meetings
  399. Summary propositions
  400. Putting it into practice
  401. 35.b. Presentation at tribunal
  402. Putting it into practice
  403. 35.c. Dealing with bullying and harassment at work
  404. Summary propositions
  405. General discussion topics
  406. Putting it into practice
  407. 35.d. Using consultants
  408. Summary propositions
  409. General discussion topics
  410. References and Further reading
  411. Index
  412. Back Cover

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