Human Resource Management Thirteenth Edition
Buku ini diterbitkan tahun 2013 oleh Pearson Education, Inc adalah buku edisi tiga belas.
Judul: Human Resource Management Thirteenth Edition
Oleh: Gery Dessler
Penerbit: Pearson Education, Inc.
Tahun: 2013
Jumlah Halaman: 718 hal.
Penulis:
-
Lingkup Pembahasan:
Manajemen Sumber Daya Manusia, edisi ke-13 memberikan pelatihan manajemen sumber daya manusia dan manajer bagi siswa berlatih dengan kajian komprehensif dari konsep penting manajemen personalia dan teknik sangat mudah dibaca dan dalam nentuk yang mudah dimengerti. Buku ini mengemukakan bahwa semua manajer bukan hanya manajer SDM tetapi konsep manajemen personalia dan teknik untuk melakukan pekerjaan mereka secara efektif. Terutama dalam masa ekonomi yang sulit, di mana siswa ingin menjadi mampu menerapkan di tempat kerja apa yang mereka pelajari di kelas, edisi ini terus terutama fokus pada aplikasi praktis bahwa semua manajer dapat menggunakan dalam melaksanakan Tanggung jawab mereka. Buku ini mempunyai tujuan untuk memberikan cakupan yang lengkap buku tingkat tinggi dan mudah dibaca, userfriendliness dan (relatif) singkat. Buku ini di antaranya mengemukakan tentang validitas, generalisasi, utilitas, fit orang-job, orang-organisasi fit, dan Seleksi Karyawan, serta aturan standar deviasi kepatuhan kerja, pembalasan, kepuasan kerja dan penarikan, mengelola omset sukarela, kesediaan manajemen untuk mengambil mogok, lintas pelatihan, jenis indikator Myers-Briggs, analisis alur kerja, desain pekerjaan dalam pekerjaan analisis, analisis tugas dan tugas laporan, kontrak psikologis, pekerjaan analisis bahaya, program kesadaran keselamatan, ulasan operasi, kompetensi profesional HR, mengelola omset sukarela, keterlibatan karyawan, proses penarikan kerja, gangguan trauma kumulatif, deskripsi proses pelatihan ADDIE, hak-hak karyawan. Di samping itu juga mengemukakan tentang Konteks Strategis, dipasangkan dengan strategi baru sumber daya manusia dalam skenario pembukaan manajemen. Kotak-kotak ini menggambarkan konteks strategis bahan setiap bab misalnya, bagaimana kompetensi dan perilaku yang pelanggan pada gilirannya mendukung strategi pelayanan LLBean.
Buku ini memuat juga tentang nilai proposisi dan strategi SDM, metrik, dan analisis. HR baru sebagai fitur Profit Center memberikan pembaca contoh aktual praktek manajemen sumber daya manusia yang dapat diterapkan pada pekerjaan mereka untuk memotong biaya, meningkatkan pendapatan, dan meningkatkan kinerja.
Buku ini juga mengemukakan tentang Retensi Karyawan, Engagement, dan Pemilik, serta tentang bagaimana untuk benar-benar mengembangkan gaji yang kompetitif dengan struktur pasar.
Daftar Isi:
Preface xxiii
Acknowledgments xxvii
PART ONE INTRODUCTION 2
1 Introduction to Human Resource Management 2
WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 4
THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10
HR AS A PROFIT CENTER: Boosting Customer Service 14
THE NEW HUMAN RESOURCE MANAGERS 17
THE STRATEGIC CONTEXT: Building L.L.Bean 17
THE PLAN OF THIS BOOK 22
CHAPTER CONTENTS OVERVIEW 23
CHAPTER SECTION SUMMARIES 25
DISCUSSION QUESTIONS 25
INDIVIDUAL AND GROUP ACTIVITIES 26
EXPERIENTIAL EXERCISE: HELPING THE DONALD 26
APPLICATION CASE: JACK NELSON S PROBLEM 27
CONTINUING CASE: CARTER CLEANING COMPANY 27
KEY TERMS 28
ENDNOTES 28
2 Equal Opportunity and the Law 30
EQUAL EMPLOYMENT OPPORTUNITY 1964 1991 32
EQUAL EMPLOYMENT OPPORTUNITY 1990 91 PRESENT 35
DEFENSES AGAINST DISCRIMINATION ALLEGATIONS 43
ILLUSTRATIVE DISCRIMINATORY EMPLOYMENT PRACTICES 48
THE EEOC ENFORCEMENT PROCESS 51
DIVERSITY MANAGEMENT AND AFFIRMATIVE ACTION PROGRAMS 55
HR AS A PROFIT CENTER 56
CHAPTER SECTION SUMMARIES 61
DISCUSSION QUESTIONS 62
INDIVIDUAL AND GROUP ACTIVITIES 62
EXPERIENTIAL EXERCISE: SPACE CADET OR VICTIM? 63
APPLICATION CASE: AN ACCUSATION OF SEXUAL HARASSMENT IN PRO SPORTS 63
CONTINUING CASE: CARTER CLEANING COMPANY 64
KEY TERMS 65
ENDNOTES 65
3 Human Resource Management Strategy and Analysis 70
THE STRATEGIC MANAGEMENT PROCESS 72
THE STRATEGIC CONTEXT: The Shanghai Portman Hotel 72
STRATEGIC HUMAN RESOURCE MANAGEMENT 80
HR AS A PROFIT CENTER: Albertsons Example 82
HR METRICS AND BENCHMARKING 84
HR AS A PROFIT CENTER: Using Workforce/Talent Analytics 88
WHAT ARE HIGH-PERFORMANCE WORK SYSTEMS? 91
CHAPTER SECTION SUMMARIES 93
DISCUSSION QUESTIONS 94
INDIVIDUAL AND GROUP ACTIVITIES 94
EXPERIENTIAL EXERCISE: DEVELOPING AN HR STRATEGY FOR STARBUCKS 95
APPLICATION CASE: SIEMENS BUILDS A STRATEGY-ORIENTED HR SYSTEM 95
CONTINUING CASE: CARTER CLEANING COMPANY 96
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 96
KEY TERMS 98
ENDNOTES 99
PART 1 VIDEO CASES APPENDIX 100
PART TWO RECRUITMENT, PLACEMENT, AND TALENT MANAGEMENT 102
4 Job Analysis and the Talent Management Process 102
THE TALENT MANAGEMENT PROCESS 104
THE BASICS OF JOB ANALYSIS 105
THE STRATEGIC CONTEXT: Daimler Alabama Example 107
HR AS A PROFIT CENTER: Boosting Productivity through Work Redesign 108
METHODS FOR COLLECTING JOB ANALYSIS INFORMATION 110
WRITING JOB DESCRIPTIONS 118
MANAGING THE NEW WORKFORCE: Writing Job Descriptions That Comply with the ADA 122
WRITING JOB SPECIFICATIONS 126
PROFILES IN TALENT MANAGEMENT 128
CHAPTER SECTION SUMMARIES 131
DISCUSSION QUESTIONS 132
INDIVIDUAL AND GROUP ACTIVITIES 132
EXPERIENTIAL EXERCISE: THE INSTRUCTOR S JOB DESCRIPTION 132
APPLICATION CASE: THE FLOOD 133
CONTINUING CASE: CARTER CLEANING COMPANY 133
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 134
KEY TERMS 134
ENDNOTES 134
5 Personnel Planning and Recruiting 136
INTRODUCTION 138
WORKFORCE PLANNING AND FORECASTING 138
THE STRATEGIC CONTEXT: IBM 139
THE NEED FOR EFFECTIVE RECRUITING 146
INTERNAL SOURCES OF CANDIDATES 147
OUTSIDE SOURCES OF CANDIDATES 149
HR AS A PROFIT CENTER: GE Medical Recruitment Process Outsourcing (RPO) example 162
RECRUITING A MORE DIVERSE WORKFORCE 162
DEVELOPING AND USING APPLICATION FORMS 164
CHAPTER SECTION SUMMARIES 167
DISCUSSION QUESTIONS 168
INDIVIDUAL AND GROUP ACTIVITIES 168
EXPERIENTIAL EXERCISE: THE NURSING SHORTAGE 169
APPLICATION CASE: FINDING PEOPLE WHO ARE PASSIONATE ABOUT WHAT
THEY DO 169
CONTINUING CASE: CARTER CLEANING COMPANY 170
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 170
KEY TERMS 171
ENDNOTES 171
6 Employee Testing and Selection 174
WHY CAREFUL SELECTION IS IMPORTANT 176
THE STRATEGIC CONTEXT: Crowd Sourcing at Google 176
BASIC TESTING CONCEPTS 177
HR AS A PROFIT CENTER: Reducing Turnover at KeyBank 183
TYPES OF TESTS 186
WORK SAMPLES AND SIMULATIONS 190
BACKGROUND INVESTIGATIONS AND OTHER SELECTION METHODS 194
CHAPTER SECTION SUMMARIES 204
DISCUSSION QUESTIONS 205
INDIVIDUAL AND GROUP ACTIVITIES 205
EXPERIENTIAL EXERCISE: A TEST FOR A RESERVATION CLERK 206
APPLICATION CASE: THE INSIDER 206
CONTINUING CASE: HONESTY TESTING AT CARTER CLEANING COMPANY 207
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 207
KEY TERMS 208
ENDNOTES 208
7 Interviewing Candidates 212
BASIC TYPES OF INTERVIEWS 214
THE STRATEGIC CONTEXT: Whirlpool Corp. 214
HR AS A PROFIT CENTER: Great Western Bank 220
THE ERRORS THAT UNDERMINE AN INTERVIEW S USEFULNESS 221
MANAGING THE NEW WORKFORCE: Applicant Disability and the Employment Interview 224
HOW TO DESIGN AND CONDUCT AN EFFECTIVE INTERVIEW 225
CHAPTER SECTION SUMMARIES 229
DISCUSSION QUESTIONS 230
INDIVIDUAL AND GROUP ACTIVITIES 230
EXPERIENTIAL EXERCISE: THE MOST IMPORTANT PERSON YOU LL EVER HIRE 231
APPLICATION CASE: THE OUT-OF-CONTROL INTERVIEW 231
CONTINUING CASE: CARTER CLEANING COMPANY 232
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 232
KEY TERMS 233
ENDNOTES 233
APPENDIX 1 FOR CHAPTER 7 APPLICANT INTERVIEW GUIDE 236
APPENDIX 2 FOR CHAPTER 7 INTERVIEW GUIDE FOR INTERVIEWEES 238
PART 2 VIDEO CASES APPENDIX 240
PART THREE TRAINING AND DEVELOPMENT 242
8 Training and Developing Employees 242
ORIENTING AND ONBOARDING NEW EMPLOYEES 244
OVERVIEW OF THE TRAINING PROCESS 246
THE STRATEGIC CONTEXT 246
IMPLEMENTING TRAINING PROGRAMS 253
IMPLEMENTING MANAGEMENT DEVELOPMENT PROGRAMS 263
MANAGING ORGANIZATIONAL CHANGE PROGRAMS 268
EVALUATING THE TRAINING EFFORT 272
HR AS A PROFIT CENTER: Judging Training s Impact 274
CHAPTER SECTION SUMMARIES 275
DISCUSSION QUESTIONS 275
INDIVIDUAL AND GROUP ACTIVITIES 276
EXPERIENTIAL EXERCISE: FLYING THE FRIENDLIER SKIES 276
APPLICATION CASE: REINVENTING THE WHEEL AT APEX DOOR COMPANY 277
CONTINUING CASE: CARTER CLEANING COMPANY 277
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 278
KEY TERMS 278
ENDNOTES 278
9 Performance Management and Appraisal 282
BASIC CONCEPTS IN PERFORMANCE MANAGEMENT AND APPRAISAL 284
HR AS A PROFIT CENTER: Setting Performance Goals at Ball Corporation 286
THE STRATEGIC CONTEXT: TRW 287
TECHNIQUES FOR APPRAISING PERFORMANCE 290
DEALING WITH APPRAISAL PROBLEMS AND INTERVIEWS 302
PERFORMANCE MANAGEMENT 309
TALENT MANAGEMENT PRACTICES AND EMPLOYEE APPRAISAL 311
CHAPTER SECTION SUMMARIES 312
DISCUSSION QUESTIONS 313
INDIVIDUAL AND GROUP ACTIVITIES 313
EXPERIENTIAL EXERCISE: GRADING THE PROFESSOR 314
APPLICATION CASE: APPRAISING THE SECRETARIES AT SWEETWATER U 314
CONTINUING CASE: CARTER CLEANING COMPANY 315
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 316
KEY TERMS 316
ENDNOTES 316
10 Employee Retention, Engagement, and Careers 320
MANAGING EMPLOYEE TURNOVER AND RETENTION 322
HR AS A PROFIT CENTER 322
THE STRATEGIC CONTEXT: IBM Aims for Flexibility 324
EMPLOYEE ENGAGEMENT 326
CAREER MANAGEMENT 327
IMPROVING COACHING SKILLS 333
MAKING PROMOTION DECISIONS 337
CHAPTER SECTION SUMMARIES 341
DISCUSSION QUESTIONS 341
INDIVIDUAL AND GROUP ACTIVITIES 342
EXPERIENTIAL EXERCISE: WHERE AM I GOING . . . AND WHY? 342
APPLICATION CASE: GOOGLE REACTS 343
CONTINUING CASE: CARTER CLEANING COMPANY 343
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 343
KEY TERMS 344
ENDNOTES 344
PART 3 VIDEO CASES APPENDIX 347
PART FOUR COMPENSATION 350
11 Establishing Strategic Pay Plans 350
BASIC FACTORS IN DETERMINING PAY RATES 352
THE STRATEGIC CONTEXT: Wegmans Foods 352
MANAGING THE NEW WORKFORCE: The Independent Contractor 355
HR AS A PROFIT CENTER: Wegmans Foods 359
JOB EVALUATION METHODS 359
HOW TO CREATE A MARKET-COMPETITIVE PAY PLAN 364
PRICING MANAGERIAL AND PROFESSIONAL JOBS 374
CONTEMPORARY TOPICS IN COMPENSATION 376
CHAPTER SECTION SUMMARIES 382
DISCUSSION QUESTIONS 383
INDIVIDUAL AND GROUP ACTIVITIES 383
EXPERIENTIAL EXERCISE: RANKING THE COLLEGE S ADMINISTRATORS 384
APPLICATION CASE: SALARY INEQUITIES AT ACME MANUFACTURING 384
CONTINUING CASE: CARTER CLEANING COMPANY 385
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 385
KEY TERMS 386
ENDNOTES 386
12 Pay for Performance and Financial Incentives 390
MONEY AND MOTIVATION 392
THE STRATEGIC CONTEXT: The Car Sales Commission 392
INDIVIDUAL EMPLOYEE INCENTIVE AND RECOGNITION PROGRAMS 396
INCENTIVES FOR SALESPEOPLE 400
INCENTIVES FOR MANAGERS AND EXECUTIVES 403
TEAM AND ORGANIZATIONWIDE INCENTIVE PLANS 407
DESIGNING EFFECTIVE INCENTIVE PROGRAMS 411
HR AS A PROFIT CENTER: The Impact of Financial and Nonfinancial Incentives 412
CHAPTER SECTION SUMMARIES 413
DISCUSSION QUESTIONS 414
INDIVIDUAL AND GROUP ACTIVITIES 414
EXPERIENTIAL EXERCISE: MOTIVATING THE SALES FORCE AT EXPRESS AUTO 415
APPLICATION CASE: INSERTING THE TEAM CONCEPT INTO COMPENSATION
OR NOT 415
CONTINUING CASE: CARTER CLEANING COMPANY 416
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 417
KEY TERMS 417
ENDNOTES 418
13 Benefits and Services 422
THE BENEFITS PICTURE TODAY 424
THE STRATEGIC CONTEXT: NES Rentals 425
PAY FOR TIME NOT WORKED 425
HR AS A PROFIT CENTER: Cutting Absences at the Driver and Vehicle Licensing Agency 428
INSURANCE BENEFITS 432
RETIREMENT BENEFITS 438
PERSONAL SERVICES AND FAMILY-FRIENDLY BENEFITS 443
FLEXIBLE BENEFITS PROGRAMS 446
CHAPTER SECTION SUMMARIES 449
DISCUSSION QUESTIONS 450
INDIVIDUAL AND GROUP ACTIVITIES 450
EXPERIENTIAL EXERCISE: REVISING THE BENEFITS PACKAGE 450
APPLICATION CASE: STRIKING FOR BENEFITS 451
CONTINUING CASE: CARTER CLEANING COMPANY 451
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 452
KEY TERMS 452
ENDNOTES 453
PART 4 VIDEO CASES APPENDIX 456
PART FIVE EMPLOYEE RELATIONS 458
14 Ethics and Employee Rights and Discipline 458
ETHICS AND FAIR TREATMENT AT WORK 460
THE STRATEGIC CONTEXT: Berkshire Hathaway 460
WHAT SHAPES ETHICAL BEHAVIOR AT WORK? 463
USING HUMAN RESOURCE MANAGEMENT METHODS TO PROMOTE ETHICS AND
FAIR TREA
TMENT 467
MANAGING EMPLOYEE DISCIPLINE AND PRIVACY 468
MANAGING DISMISSALS 476
HR AS A PROFIT CENTER: Wrongful Terminations 479
CHAPTER SECTION SUMMARIES 486
DISCUSSION QUESTIONS 487
INDIVIDUAL AND GROUP ACTIVITIES 487
EXPERIENTIAL EXERCISE: DISCIPLINE OR NOT? 487
APPLICATION CASE: ENRON, ETHICS, AND ORGANIZATIONAL CULTURE 488
CONTINUING CASE: CARTER CLEANING COMPANY 489
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 489
KEY TERMS 490
ETHICS QUIZ ANSWERS 490
ENDNOTES 490
15 Labor Relations and Collective Bargaining 494
THE LABOR MOVEMENT 496
THE STRATEGIC CONTEXT: The Anti-Walmart 496
UNIONS AND THE LAW 498
THE UNION DRIVE AND ELECTION 502
THE COLLECTIVE BARGAINING PROCESS 509
HR AS A PROFIT CENTER: Costing the Contract 511
DEALING WITH DISPUTES AND GRIEVANCES 517
THE UNION MOVEMENT TODAY AND TOMORROW 520
CHAPTER SECTION SUMMARIES 523
DISCUSSION QUESTIONS 524
INDIVIDUAL AND GROUP ACTIVITIES 524
EXPERIENTIAL EXERCISE: THE UNION-ORGANIZING CAMPAIGN AT PIERCE U. 524
APPLICATION CASE: NEGOTIATING WITH THE WRITERS GUILD OF AMERICA 525
CONTINUING CASE: CARTER CLEANING COMPANY 525
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 526
KEY TERMS 526
ENDNOTES 527
16 Employee Safety and Health 530
SAFETY AND THE MANAGER 532
THE STRATEGIC CONTEXT: Deepwater Horizon 532
OCCUPATIONAL SAFETY LAW 533
WHAT CAUSES ACCIDENTS? 539
HOW TO PREVENT ACCIDENTS 540
MANAGING THE NEW WORKFORCE: Protecting Vulnerable Workers 545
MANAGING THE NEW WORKFORCE: Safety Training for Hispanic Workers 547
HR AS A PROFIT CENTER: Reducing Workers Compensation Claims 551
WORKPLACE HEALTH HAZARDS: PROBLEMS AND REMEDIES 551
HR AS A PROFIT CENTER: Wellness Pays 558
OCCUPATIONAL SECURITY AND SAFETY 561
CHAPTER SECTION SUMMARIES 564
DISCUSSION QUESTIONS 564
INDIVIDUAL AND GROUP ACTIVITIES 565
EXPERIENTIAL EXERCISE: HOW SAFE IS MY UNIVERSITY? 565
APPLICATION CASE: THE NEW SAFETY AND HEALTH PROGRAM 569
CONTINUING CASE: CARTER CLEANING COMPANY 570
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 570
KEY TERMS 571
ENDNOTES 571
17 Managing Global Human Resources 576
THE STRATEGIC CONTEXT: Unionizing Walmart Stores in China 578
ADAPTING HUMAN RESOURCE ACTIVITIES TO INTERCOUNTRY DIFFERENCES 578
STAFFING THE GLOBAL ORGANIZATION 582
HR AS A PROFIT CENTER: Reducing Expatriate Costs 583
TRAINING AND MAINTAINING EMPLOYEES ABROAD 590
MANAGING HR LOCALLY: HOW TO PUT INTO PRACTICE A GLOBAL HR SYSTEM 595
CHAPTER SECTION SUMMARIES 597
DISCUSSION QUESTIONS 598
INDIVIDUAL AND GROUP ACTIVITIES 598
EXPERIENTIAL EXERCISE: A TAXING PROBLEM FOR EXPATRIATE EMPLOYEES 599
APPLICATION CASE: BOSS, I THINK WE HAVE A PROBLEM 599
CONTINUING CASE: CARTER CLEANING COMPANY 600
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE:
THE HOTEL PARIS CASE 600
KEY TERMS 601
ENDNOTES 601
18 Managing Human Resources in Small and Entrepreneurial Firms 604
THE SMALL BUSINESS CHALLENGE 606
THE STRATEGIC CONTEXT: The Dealership 608
USING INTERNET AND GOVERNMENT TOOLS TO SUPPORT THE HR EFFORT 608
LEVERAGING SMALL SIZE: FAMILIARITY, FLEXIBILITY, FAIRNESS, INFORMALITY,
AND HRM 614
HR AS A PROFIT CENTER: IHOP 620
USING PROFESSIONAL EMPLOYER ORGANIZATIONS 621
MANAGING HR SYSTEMS, PROCEDURES, AND PAPERWORK 623
CHAPTER SECTION SUMMARIES 626
DISCUSSION QUESTIONS 626
INDIVIDUAL AND GROUP ACTIVITIES 627
EXPERIENTIAL EXERCISE: BUILDING AN HRIS 627
APPLICATION CASE: NETFLIX BREAKS THE RULES 627
CONTINUING CASE: CARTER CLEANING COMPANY 628
TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL
PARIS CASE 628
ENDNOTES 629
PART 5 VIDEO CASES APPENDIX 631
APPENDICES
APPENDIX A PHR and SPHR Knowledge Base 633
APPENDIX B Comprehensive Cases 641
Glossary 655
Name and Organization Index 663
Subject Index 678
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