Managing Human Resources

Snell/Morris/Bohlander's market-leading MANAGING HUMAN RESOURCES builds on a foundation of research and theory with an inviting, practical framework that focuses on critical HR issues and practices. More than 500 memorable examples from a variety of real organizations illustrate key points and connect concepts to current HR practice. Fresh examples throughout the seventeenth edition spotlight the latest developments and critical trends, while hands-on applications focus on practical tips and suggestions. Demonstrating how HR impacts both individuals and organizations, this resource helps students learn to think like managers -- and develop competencies that will enable them to succeed in their future careers.

Table of Contents:
Learning Path: Self-Assessment Activity - These activities help increase student engagement in management. These activities introduce chapter content in a way that allows students to reflect on their own opinions and personalities, making the chapter content more relevant to students. Chapter Reading- This is where the core text content lives. It is an interactive e-book with integrated tools for students and instructors. This includes interactive figures that help bring concepts to life. Students can search, jump to sections, highlight, take notes, have the text read aloud, define words and more Assignment- Students start to “think like managers” after completing this exercise. 88% of instructors say these homework assignments lead to higher grades. (Cengage Learning, 2013) Questions progress students through the following levels: CONNECT – connect management concepts to real-world organizations PERFORM – show what a manager would do in a given situation LEAD – analyze complex situations and find solutions. Videos- Detailed animations teach core concepts with narrated audio as well as video vingettes highlighting real businesses and issues they face related to Human Resources Management concepts. Students gain understanding from alternative media-rich explanations of core concepts. Quiz- Multiple choice questions that test students on terminology, key concepts, and applied managerial problems Study Tools- Flashcards for studying, and practice quizzes that don’t count towards their grades. You Make The Decision- These NEW activities put students in the shoes of a manager and challenge them to think critically about the decisions they need to make. Students will experience the outcome of their decisions allowing them to experience what it’s like to act like a manager in the real world. Integrated Cases Assignments- Open-ended questions following short cases from the core text help students synthesize multiple learning outcomes and concepts to real-world scenarios and improve critical thinking skills. Assignment grading is easy within MindTap and link directly to grade book for submission and organization of scores. Experiential Exercise Assignments- Group projects and role play activities powered by YouSeeU allow students to work together online; they can create videos, documents, and even meet virtually- all to help improve their management skills. Exercises include rubrics to easily facilitate grading. Preface. Part I: HUMAN RESOURCE MANAGEMENT IN PERSPECTIVE. 1. The Challenge of Human Resources Management. 2. Strategy and Human Resources Planning. Part II: MEETING HUMAN RESOURCES REQUIREMENTS. 3. Equal Employment Opportunity and Human Resources Management. 4. Job Analysis and Job Design. Part III: DEVELOPING EFFECTIVENESS IN HUMAN RESOURCES. 5. Expanding the Talent Pool: Recruitment and Careers. 6. Employee Selection. 7. Training and Development. 8. Performance Management and the Employee Appraisal Process. Part IV: IMPLEMENTING COMPENSATION AND SECURITY. 9. Managing Compensation. 10. Pay-for-Performance: Incentive Rewards. 11. Employee Benefits. 12. Promoting Safety and Health. Part V: ENHANCING EMPLOYEE MANAGEMENT RELATIONS. 13. Employee Rights and Discipline. 14. The Dynamics of Labor Relations. Part VI: EXPANDING HUMAN RESOURCES MANAGEMENT HORIZONS. 15. International Human Resources Management. 16. Creating High-Performance Work Systems. Integrated Cases

About the Author :
Dr. Scott Snell is the Eleanor and Philip Rust Chair in Business Administration and former Senior Associate Dean for executive education at the University of Virginia’s Darden Graduate School of Business. Dr. Snell teaches courses in strategic and HR management and works internationally with senior executives to help their companies align strategy, organizational capability and investments in talent. His research has been published in a number of top journals. In addition to this text, he has written several other books, notably, THE CEO PLAYBOOK FOR STRATEGIC TRANSFORMATION (Stanford Press, 2024) and STRATEGIC EXECUTION: DRIVING BREAKTHROUGH PERFORMANCE IN BUSINESS (Stanford Press, 2019). Dr. Snell currently serves on the board of directors for the Society for Human Resource Management (SHRM). He has also served on the boards of the Strategic Management Society’s Human Capital Group, HRPS, the SHRM Foundation, the Academy of Management’s HR Division, the Academy of Management Journal and the Academy of Management Review. Prior to joining the Darden faculty, Dr. Snell was a professor and director of executive education at Cornell University’s Center for Advanced Human Resource Studies and a professor of management in the Smeal College of Business at Pennsylvania State University. Dr. Snell received his B.A. from Miami University and his M.B.A. and Ph.D. in business from Michigan State University. Dr. Shad Morris is the William F. Edwards Distinguished Fellow and professor of management at the Marriott School of Business at Brigham Young University. He teaches courses in areas of human resources management and international business. Prior to joining the Marriott School, Dr. Morris was an assistant professor of management and human resources at The Ohio State University. He has also held appointments at the Sloan School of Management at MIT, Copenhagen Business School in Denmark, China Europe International Business School (CEIBS) in China, Indian School of Business in India and SKK Graduate School of Business in South Korea. Dr. Morris' research focuses on strategic human resource management in a global environment. His research has been published in a number of top journals. He has worked for the World Bank, Management Systems International and Alcoa. Dr. Morris has consulted with numerous companies on their HR and knowledge practices. He is the recipient of the International HRM Scholarly Research Award from the Academy of Management and has been a faculty fellow at Cambridge University’s Centre for International Human Resource Management. In addition, Dr. Morris was an associate editor at the Academy of Management Review and serves on the board of the International Journal of Human Resources Management. Dr. Morris received a B.S. in psychology and a master's degree in organizational behavior from Brigham Young University. He also received his Ph.D. in human resources management from Cornell University.