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Fundamentals Of Human Resource Management 4th Edition Pdf Download Windows 7
Download This text is an unbound, three hole punched version. The 12th Edition of Fundamentals of Human Resource Management, Binder Ready Version, 12th Edition helps students understand and remember concepts through a straightforward and conversational writing style and a wealth of examples to clarify ideas and build interest. Fundamentals of Human Resource Management, 4e (Dessler) Chapter 2 Managing Equal Opportunity and Diversity 1) Which amendment to the U.S. Constitution states, 'no person shall be deprived of.
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Table of Content:
I. INTRODUCTION
1. Managing Human Resources Today
2. Managing Equal Opportunity and Diversity
3. Human Resource Strategy and Analysis
II. STAFFING. WORKFORCE PLANNING AND EMPLOYMENT
4. Job Analysis and Talent Management
5. Personnel Planning and Recruiting
6. Selecting Employees
III. TRAINING AND HUMAN RESOURCE DEVELOPMENT
7. Training and Developing Employees
8. Performance and Talent Management
9. Managing Employee Turnover, Engagement, and Careers
IV. COMPENSATION AND TOTAL REWARDS
10. Developing Compensation Plans
11. Pay for Performance and Employee Benefits
V. EMPLOYEE AND LABOR RELATIONS
12. Ethics, Employee Relations, and Fair Treatment at Work
13. Working with Unions and Resolving Disputes
14. Improving Occupational Safety, Health, and Risk Management
VI. SPECIAL ISSUES IN HUMAN RESOURCE MANAGEMENT
Product Details:
Language: English
ISBN-10: 013379153X
ISBN-13: 978-0133791532
ISBN-13: 9780133791532
Author: Gary Dessler
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HR In Action Case Incident 1
Ethics and the Out-of-Control Interview
Ethics are “the principles of conduct governing an individual or a group”—they are the principles people use to decide what their conduct should be.141
Fairness is important in employee selection. For example, “If prospective employees perceive that the hiring process does not treat people fairly, they may assume that ethical behavior is not important in the company, and that ‘official’ pronouncements about the importance of ethics can be discounted.”142
That’s one reason why the situation Maria Fernandez ran into is disturbing. Maria is a bright, popular, and well-informed mechanical engineer who graduated with an engineering degree from State University in June 2010. During the spring preceding her graduation, she went out on many job interviews, most of which she thought were conducted courteously and were reasonably useful in giving both her and the prospective employer a good impression of where each of them stood on matters of importance to both of them. It was, therefore, with great anticipation that she looked forward to an interview with the one firm where she most wanted to work: Apex Environmental. She had always had a strong interest in cleaning up the environment and firmly believed she could best use her training and skills in a firm like Apex, where she thought she could have a successful career while making the world a better place.
The interview, however, was a disaster. Maria walked into a room in which a panel of five men—the president of the company, two vice presidents, the marketing director, and another engineer— began throwing questions at her that she felt were aimed primarily at tripping her up rather than finding out what she could offer through her engineering skills. The questions ranged from unnecessarily discourteous (“Why would you take a job as a waitress in college if you’re such an intelligent person?”) to irrelevant and sexist (“Are you planning on settling down and starting a family anytime soon?”). Then, after the interview, she met with two of the gentlemen individually (including the president), and the discussions focused almost exclusively on her technical expertise. She thought that these later discussions went fairly well. However, given the apparent aimlessness and even mean-spiritedness of the panel interview, she was astonished when several days later she received a job offer from the firm.
The offer forced her to consider several matters. From her point of view, the job itself was perfect—she liked what she would be doing, the industry, and the firm’s location. And, in fact, the president had been quite courteous in subsequent discussions, as had been the other members of the management team. She was left wondering whether the panel interview had been intentionally tense to see how she’d stand up under pressure, and, if so, why they would do such a thing.
Questions
Fundamentals Of Human Resource Management 4th Edition Pdf Download Windows 10
1. How would you explain the nature of the panel interview Maria had to endure? Specifically, do you think it reflected a well-thought-out interviewing strategy on the part of the firm or carelessness (or worse) on the part of the firm’s management? If it was carelessness, what would you do to improve the interview process at Apex Environmental?
Fundamentals Of Human Resource Management 4th Edition Pdf Download Pdf
2. Do you consider the managers’ treatment of Maria ethical? Why? If not, what specific steps would you take to make sure the interview process is ethical from now on?
3. Would you take the job offer if you were Maria? If you’re not sure, is there any additional information that would help you make your decision, and if so, what is it?
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4. The job of applications engineer for which Maria was applying requires (a) excellent technical skills with respect to mechanical engineering, (b) a commitment to working in the area of pollution control, (c) the ability to deal well and confidently with customers who have engineering problems, (d) a willingness to travel worldwide, and (e) a very intelligent and well-balanced personality. List 10 questions you would ask when interviewing applicants for the job.