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Human Resource Management, 9th Edition

Human Resource Management, 9th Edition

ISBN: 978-0-730-32948-0

Mar 2017

Select type: E-Book

$53.95

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Description

This latest edition of Human Resource Management combines quality, trusted content from market leading HRM author Ray Stone with game-changing digital delivery. The WileyPLUS Learning Space interactive textbook is rich in original media such as practitioner videos, media excerpts, case studies and thought-leader interviews, designed to engage students and help them apply HRM concepts to real-world contexts. At 21 chapters, Stone’s 9th edition covers all the content you need, while the flexibility of the Learning Space platform lets you customise the content for a fit-for-purpose resource for your course – matched precisely with your preferred topic progression.

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About the author xiv

Part 1 Introducing HRM 1

chapter 1 Strategic human resource management 2

1.1 What is human resource management? 3

1.2 HRM and management 6

1.3 The multiple roles of the HR manager 9

1.4 HRM activities 15

1.5 HRM, productivity and organisation performance 17

1.6 Ethical issues and HRM 19

1.7 What is strategy 24

1.8 Strategic organisation and strategic HRM objectives 35

1.9 A strategic approach to HRM 37

1.10 HRM outcomes and performance 43

chapter 2 Human resource planning 71

2.1 Human resource planning and strategic HRM planning 72

2.2 The importance of human resource planning 72

2.3 Environmental influences and HR planning 76

2.4 Approaches to HR planning 82

2.5 Forecasting human resource availability 84

2.6 Exit management 95

2.7 Requirements for effective HR planning 98

chapter 3 Human resource information systems 110

3.1 Strategic HRM and human resource information systems 111

3.2 Use of HRIS 115

3.3 Computerising the HR department: the decision-making process 119

3.4 HRM and the internet 124

3.5 Evaluating the HRIS 129

chapter 4 Human resource management and the law 141

4.1 HRM and the law 142

4.2 Sources of legal obligations 143

4.3 Employee recruitment and selection 154

4.4 Legal issues for HR professionals during employment 161

4.5 Terminating employees 163

Part 2 Determining, attracting and selecting human resources 180

chapter 5 Job analysis, job design and quality of work life 181

5.1 Introduction 182

5.2 Job analysis 182

5.3 Collection of job analysis information 194

5.4 Competency profiling 200

5.5 Job analysis and EEO 203

5.6 Practical problems with job analysis 203

5.7 Job design 204

5.8 Quality of work life 211

chapter 6 Recruiting human resources 227

6.1 Strategic recruitment 228

6.2 Recruitment methods 233

6.3 EEO and recruitment 248

6.4 Evaluation of recruitment 257

chapter 7 Employee selection 274

7.1 Strategic selection 275

7.2 Selection policy 277

7.3 Validation of selection procedures 280

7.4 Sample selection procedures 283

Part 3 Developing human resources 327

chapter 8 Appraising and managing performance 328

8.1 Strategy, performance management and performance appraisal 329

8.2 Performance management 331

8.3 Performance appraisal 333

8.4 E-performance management and e-performance appraisals 359

8.5 Static and dynamic performance appraisals 362

8.6 The performance appraisal record 364

8.7 The performance review discussion 366

8.8 Performance appraisal and EEO 368

chapter 9 Human resource development 386

9.1 Introduction 387

9.2 The need for HRD 389

9.3 EEO and training and development 391

9.4 Strategic HRD 392

9.5 HRD methods and techniques 394

9.6 Orientation 415

9.7 Psychological principles of learning 418

chapter 10 Career planning and development 437

10.1 The importance of career planning and development 438

10.2 HR planning and career planning and development 440

10.3 Careers in HRM 461

Part 4 Rewarding human resources 483

chapter 11 Employee motivation 484

11.1 Strategy and motivation 485

11.2 Early theories of motivation 487

11.3 Content theories of motivation 488

11.4 Process theories of motivation 492

11.5 Money and motivation 499

chapter 12 Employee remuneration 514

12.1 Strategic remuneration 515

12.2 Job evaluation 518

12.3 Pay surveys 525

12.4 Pay ranges 527

12.5 Equitable remuneration 529

12.6 Relating pay to performance 540

12.7 Pay increases 542

12.8 Incentive remuneration 545

chapter 13 Employee benefits 561

13.1 Introduction 562

13.2 Employee benefits 563

13.3 Retirement benefits 574

13.4 Types of retirement plans 576

13.5 Current issues in superannuation 577

13.6 Benefits, change and the future of work 581

Part 5 Managing human resources 595

chapter 14 Industrial relations 596

14.1 Introduction 597

14.2 HRM and industrial relations 601

14.3 Approaches to industrial relations 603

14.4 Parties in industrial relations 606

14.5 Big data, social media and industrial relations 613

14.6 Industrial relations processes 618

14.7 IR legislation 620

14.8 Other current IR issues 630

chapter 15 Managing change 661

15.1 Introduction 662

15.2 Steps in the change process 664

15.3 Workplace change 668

15.4 Resistance to change 669

15.5 Managing learning and innovation 672

15.6 Managing knowledge 672

15.7 Total quality management 674

15.8 Acquisitions, mergers and divestitures 675

15.9 Downsizing 677

15.10 The changing workplace 680

chapter 16 Negotiation 695

16.1 Introduction 696

16.2 Trust in negotiation 698

16.3 Ethics in negotiation 698

16.4 The negotiation planning hierarchy 699

16.5 The negotiation process 706

16.6 Practical aspects of union negotiations 712

chapter 17 Employee health and safety 729

17.1 Introduction 730

17.2 Government regulation of occupational health and safety 737

17.3 Managing workplace health and safety 738

17.4 E-OH&S 740

17.5 Current occupational health and safety issues 742

chapter 18 Managing diversity 781

18.1 Introduction 782

18.2 Diversity as a concept and legal requirements in Australia 782

18.3 HRM approaches to diversity management 787

18.4 Levels of diversity management 794

18.5 Diversity-oriented leadership 801

18.6 Diversity and organisational culture 802

18.7 Inclusive workplace 804

18.8 Managing cross-cultural diversity 806

18.9 Globalisation 809

18.10 Future of diversity management 811

Part 6 Human resources in a changing world 822

chapter 19 International human resource management 823

19.1 Introduction 824

19.2 Key cross-cultural issues 830

19.3 Major challenges faced in international HRM 835

19.4 Major characteristics of HRM in other countries 837

chapter 20 Managing international assignments 864

20.1 Introduction 865

20.2 Expatriate failure 869

20.3 Cross-cultural orientation 872

20.4 Expatriate remuneration 876

20.5 Remuneration of third-country nationals (TCNs) 879

Part 7 Evaluating human resource management 894

chapter 21 Assessing HRM effectiveness 895

21.1 Introduction 896

21.2 The HRM audit 897

21.3 Evaluating the HR climate 901

21.4 Benchmarking 911

21.5 Measuring HR outcomes 912

PART 1 Case study 925

PART 2 Case study 928

PART 3 Case study 932

PART 4 Case study 935

PART 5 Case study 938

PART 6 Case study 941

PART 7 Case study 943

  • In Situ Videos: Newsflash videos from the ABC analyse current issues and affairs, and prompt students to think critically about HR in the media
  • Hear From Practitioners: Features prominent HR professionals from Australian firms Ernst & Young and Atlassian, helping students apply HR theory to real-life contexts
  • Aligned Delivery: With 21 chapters and the ability to customise, Stone’s 9th edition has all you need to design a fit-for-purpose resource for your HRM unit
  • Accessible Content: Concise, engaging, trusted content delivered in digestible chunks to bring your HRM course to life
  • Interactive Online Textbook: The WileyPLUS Learning Space interactive textbook is full of rich media and activities embedded at the point of learning
  • Trusted Authorship: Know you’re getting the best content from leading author Stone and a team of renowned academics and practitioners in the field