Human Resource Management
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Formerly published by Chicago Business Press, now published by Sage
Using a combination of knowledge acquisition and personal development, Human Resource Management: An Applied Approach is designed to prepare future HRM managers to effectively utilize HRM strategies to not only advance their own careers, but also support the growth and development of those they manage. Author Jean Phillips adopts an engaging approach, encouraging students to take action and create a lasting impact in the field of HRM that goes beyond theoretical learning.
Contents
Chapter 1 Strategic Human Resource Management
Chapter 1 Strategic Human Resource Management
Chapter 2 The Role of Human Resource Management in Business
Chapter 2 The Role of Human Resource Management in Business
Chapter 3 The Legal Context of HRM
Chapter 3 The Legal Context of HRM
Chapter 4 Analyzing Work and Human Resource Planning
Chapter 4 Analyzing Work and Human Resource Planning
Chapter 5 Sourcing and Recruiting
Chapter 5 Sourcing and Recruiting
Chapter 6 Selection and Hiring
Chapter 6 Selection and Hiring
Chapter 7 Training and Development
Chapter 7 Training and Development
Chapter 8 Performance Management
Chapter 8 Performance Management
Chapter 9 Base Compensation
Chapter 9 Base Compensation
Chapter 10 Incentives
Chapter 10 Incentives
Chapter 11 Benefits
Chapter 11 Benefits
Chapter 12 Creating a Healthy Work Environment
Chapter 12 Creating a Healthy Work Environment
Chapter 13 Creating Positive Employee-Management Relations
Chapter 13 Creating Positive Employee-Management Relations
Chapter 14 Managing Engagement and Turnover
Chapter 14 Managing Engagement and Turnover
Description
Formerly published by Chicago Business Press, now published by Sage
Using a combination of knowledge acquisition and personal development, Human Resource Management: An Applied Approach is designed to prepare future HRM managers to effectively utilize HRM strategies to not only advance their own careers, but also support the growth and development of those they manage. Author Jean Phillips adopts an engaging approach, encouraging students to take action and create a lasting impact in the field of HRM that goes beyond theoretical learning.
Contents
Chapter 1 Strategic Human Resource Management
Chapter 1 Strategic Human Resource Management
Chapter 2 The Role of Human Resource Management in Business
Chapter 2 The Role of Human Resource Management in Business
Chapter 3 The Legal Context of HRM
Chapter 3 The Legal Context of HRM
Chapter 4 Analyzing Work and Human Resource Planning
Chapter 4 Analyzing Work and Human Resource Planning
Chapter 5 Sourcing and Recruiting
Chapter 5 Sourcing and Recruiting
Chapter 6 Selection and Hiring
Chapter 6 Selection and Hiring
Chapter 7 Training and Development
Chapter 7 Training and Development
Chapter 8 Performance Management
Chapter 8 Performance Management
Chapter 9 Base Compensation
Chapter 9 Base Compensation
Chapter 10 Incentives
Chapter 10 Incentives
Chapter 11 Benefits
Chapter 11 Benefits
Chapter 12 Creating a Healthy Work Environment
Chapter 12 Creating a Healthy Work Environment
Chapter 13 Creating Positive Employee-Management Relations
Chapter 13 Creating Positive Employee-Management Relations
Chapter 14 Managing Engagement and Turnover
Chapter 14 Managing Engagement and Turnover
January 2018 | Sage US
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Formerly published by Chicago Business Press, now published by Sage
Using a combination of knowledge acquisition and personal development, Human Resource Management: An Applied Approach is designed to prepare future HRM managers to effectively utilize HRM strategies to not only advance their own careers, but also support the growth and development of those they manage. Author Jean Phillips adopts an engaging approach, encouraging students to take action and create a lasting impact in the field of HRM that goes beyond theoretical learning.
Table Of Contents:
- Chapter 1 Strategic Human Resource Management
- Chapter 2 The Role of Human Resource Management in Business
- Chapter 3 The Legal Context of HRM
- Chapter 4 Analyzing Work and Human Resource Planning
- Chapter 5 Sourcing and Recruiting
- Chapter 6 Selection and Hiring
- Chapter 7 Training and Development
- Chapter 8 Performance Management
- Chapter 9 Base Compensation
- Chapter 10 Incentives
- Chapter 11 Benefits
- Chapter 12 Creating a Healthy Work Environment
- Chapter 13 Creating Positive Employee-Management Relations
- Chapter 14 Managing Engagement and Turnover