Human Resource Management
5th Edition
Published on 1. February 2005
Book
Paperback/Softback
904 pages
978-0-470-80403-2 (ISBN)
Description
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
* Ethical dilemmas in the chapter margins are side notes on a relevant ethical issue in the chapter.
* A running case has been added new for this edition.
* Class debate activities have been included at the end of the chapter
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
* Ethical dilemmas in the chapter margins are side notes on a relevant ethical issue in the chapter.
* A running case has been added new for this edition.
* Class debate activities have been included at the end of the chapter
More details
Edition
5., Auflage
Language
English
Place of publication
Chichester
United Kingdom
Publishing group
John Wiley and Sons Ltd
Target group
Professional and scholarly
Edition type
Revised edition
Illustrations
illustrations
Dimensions
Height: 25.3 cm
Width: 21.8 cm
Thickness: 37 mm
Weight
1692 gr
ISBN-13
978-0-470-80403-2 (9780470804032)
Schweitzer Classification
Other editions
New editions
Raymond J. Stone
Human Resource Management
Book
01/2008
6th Edition
Wiley
€57.90
Article is exhausted; no reprint
Previous edition
Raymond J. Stone
Human Resource Management
Book
04/2002
4th Edition
Wiley
€39.90
Article exhausted; check for reprint
Content
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
I
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
I