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22 PART 1 INTRODUCTION HR Certification As the human resource manager s job becomes more demanding, human resource managers are becoming more professional. More than 115,000 HR professionals have already passed one or more of the Society for Human Resource Management s (SHRM) HR professional certification exams. SHRM s Human Resource Certification Institute offers these exams. Exams test the professional s knowledge of all aspects of human resource management, including ethics, management practices, staffing, development, compensation, labor relations, and health and safety. Those who successfully complete all requirements earn the SPHR (Senior Professional in HR), GPHR (Global Professional in HR), or PHR (Professional in HR) certificate. You will find certification-related exercises in the end-of-chapter exercises throughout this book. The test specifications for the HRCI exams, as well as new SHRM-related learning guidelines and exercises for human resource management courses, are in the SHRM appendix at the end of this book. Managers can take an online HRCI assessment exam at www.HRCI.org (or by calling 866-898-HRCI). SHRM provides an assurance of learning assessment preparation guide book for students. 78 Finally, with all the changes taking place, the employment prospects for human resource managers look good. The U.S. Department of Labor projects that employment for human resource, training, and labor relations professionals will experience much faster than average growth in the next few years. 79 Top-ranked human resource managers earn multimillion dollar total take-home pay. 80 7 Outline the plan of this book. THE PLAN OF THIS BOOK The Basic Themes and Features In this book, we ll use several themes and features to highlight particularly important issues, and to provide continuity from chapter to chapter. PRACTICAL TOOLS FOR EVERY MANAGER First, human resource management is the responsibility of every manager not just those in human resources. Throughout every page in this book, you ll therefore find an emphasis on practical material that you as a manager will need to perform your day-to-day management responsibilities, even if you never spend one day as an HR manager. HR AS A PROFIT CENTER Second, we ve seen that employers need human resource management practices that add value. To illustrate this throughout the book, each chapter contains illustrative HR as a Profit Center features. These show actual examples of how human resource management practices add measurable value. THE STRATEGIC CONTEXT Third, we ve seen that at companies such as L.L.Bean, strategic human resource management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims. We ll use boxed The Strategic Context features in most chapters to help illustrate the strategic context of each chapter s material for instance, how L.L.Bean s employee selection standards help support the firm s strong customer service philosophy, and thus its strategy. EVIDENCE-BASED HR Fourth, the intensely competitive nature of business today means human resource managers must defend their plans and contributions in measurable terms. Chapter 3 (Strategy) explains how managers do this. We also use (1) Evidence-Based HR features in most chapters to present examples of how managers manage based on facts and evidence, and (2) brief Research Insights to illustrate the evidence that supports what HR managers do.
CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT 23 CHAPTER CONTENTS OVERVIEW Following is a brief overview of the chapters and their content. Part 1: Introduction Chapter 1: Introduction to Human Resource Management. The manager s human resource management jobs; crucial global and competitive trends; how managers use technology and modern HR measurement systems to create highperformance work systems. Chapter 2: Equal Opportunity and the Law. What you should know about equal opportunity laws and how they affect activities such as interviewing, selecting employees, and evaluating performance. Chapter 3: Human Resource Management Strategy and Analysis. What is strategic planning; strategic human resource management; building highperformance HR practices; tools for evidence-based HR. Part 2: Recruitment, Placement, and Talent Management Chapter 4: Job Analysis and the Talent Management Process. How to analyze a job; how to determine the human resource requirements of the job, as well as its specific duties, and what is talent management. Chapter 5: Personnel Planning and Recruiting. Human resource planning; determining what sorts of people need to be hired; recruiting them. Chapter 6: Employee Testing and Selection. Techniques you can use to ensure that you re hiring the right people. Chapter 7: Interviewing Candidates. How you can interview candidates effectively. Part 3: Training and Development Chapter 8: Training and Developing Employees. Providing the training and development to ensure that your employees have the knowledge and skills needed to accomplish their tasks. Chapter 9: Performance Management and Appraisal. Techniques you can use for appraising employee performance. Chapter 10: Employee Retention, Engagement, and Careers. Coaching employees; managing careers; techniques such as career planning and promotion from within; talent management methods. Part 4: Compensation Chapter 11: Establishing Strategic Pay Plans. How to develop equitable pay plans for your employees. Chapter 12: Pay for Performance and Financial Incentives. Pay-for-performance plans such as financial incentives, merit pay, and incentives that help tie performance to pay. Chapter 13: Benefits and Services. Providing benefits that make it clear the firm views its employees as long-term investments and is concerned with their welfare. Part 5: Employee Relations Chapter 14: Ethics and Employee Rights and Discipline. How you can ensure ethical and fair treatment through grievance and discipline processes.
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N A M E / O R G A N I Z A T I O N I
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NAME/ORGANIZATION INDEX 665 Carlson
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