Human Resource Management: People, Data, and Analytics

Winner of the 2020 Most Promising New Textbook Award from the Textbook & Academic Authors Association (TAA)

Human resources is rapidly evolving into a data-rich field but with big data comes big decisions. The best companies understand how to use data to make strategic workforce decisions and gain significant competitive advantage. 

Human Resource Management: People, Data, and Analytics introduces students to the fundamentals of talent management with integrated coverage of data analytics. Features tied to SHRM competencies and data exercises give students hands-on opportunities to practice the analytical and decision-making skills they need to excel in today’s job market. Engaging examples illustrate key HRM concepts and theories, which brings many traditional HRM topics to life. Whether your students are future managers or future HR professionals, they will learn best practices for managing talent in the changing workplace.  

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Table of Contents:
Preface Acknowledgments About the Authors Part I. HRM in Context Chapter 1. Introduction to Human Resource Management What Is Human Resource Management? Why HRM Matters The Changing Context of HRM HRM as a Profession Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: Correlation Does Not Equal Causation Chapter 1 Supplement: The Evolution of HRM Chapter 2. Strategic HRM, Data-Driven Decision Making, and HR Analytics What Is a Strategy? Strategic HRM: Linking Strategy With HRM From Then to Now: The Origins of Strategic HRM Strategic HRM, Data-Driven Decision Making, and HR Analytics HR Analytics and the Scientific Process Ensuring HR Analytics Success Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: Describing Your Data Chapter 2 Supplement: Steps for Strategy Formulation Chapter 3. Data Management and Human Resource Information Systems Managing Data Opportunities for Data Management and HRIS Challenges for Data Management and HRIS Developing a Human Resource Information System Implementing a Human Resource Information System Getting Technical: Core Information System Concepts Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: Data Cleaning Chapter 3 Supplement: Sample Job Description for an HRIS Analyst Chapter 4. Diversity, Inclusion, and Equal Employment Laws Challenges and Benefits of Managing Diversity Effectively An Overview of Equal Employment Opportunity Laws Title VII of the Civil Rights Act Additional Antidiscrimination Acts and Protections Diversity and Inclusion in the Age of HR Analytics Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: Using the Chi-Square Test to Assess Disparate Impact Chapter 4 Supplement: Deeper Dive Into HRM—EEO-1 Sample Form Chapter 5. The Analysis and Design of Work The Analysis of Work and Its Critical Role in HR Practice Collecting Job Analysis Data Specific Job Analysis Methods and Approaches Designing Jobs to Enhance Motivation, Attitudes, Well-Being, and Performance Flexible Work Arrangements Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: Evaluating Task–KSAO Analysis Data Chapter 5 Supplement: Deeper Dive Into HRM: O*NET Part II. Managing the Talent Life Cycle Chapter 6. Workforce Planning and Recruitment Understanding the Labor Landscape: Workforce Planning and Forecasting The Recruiting Process Stages of Recruitment Recruiting for Diversity A Broader View of Workforce Planning and Recruitment Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: The Transition Matrix and Evaluating Movement Into, Through, and out of an Organization Chapter 6 Supplement: Capabilities Offered by Assessing Attraction Outcomes Chapter 7. Selection Processes and Procedures Setting the Stage for Selection: Job Analysis, Recruitment, and Legal Issues Data-Driven Criteria for Choosing Selection Procedures: Reliability, Validity, and Utility Strategically Choosing and Combining Selection Procedures Selection Procedures Emerging Issues in Selection Applicant Reactions to Selection Methods and Procedures Deployment of Selection Procedures Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: Weighting Predictors via Regression Chapter 7 Supplement: The Uniform Guidelines and the SIOP Principles Chapter 8. Training, Development, and Careers The Importance of Training in Organizations Training Needs Assessment Enhancing Learning Training Methods Evaluating the Effectiveness of Training Programs Career Development and Management Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: Evaluating a Training Program Chapter 8 Supplement: OSHA Training Requirements Chapter 9. Performance Management What Is Performance Management? Design Features of Performance Management Systems Conducting Fair Performance Reviews Improving the Effectiveness of Performance Management Teaching Managers How to Be Good Coaches and Build Trust Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: Using Predictive Analytics to Understand Performance Chapter 9 Supplement: Competency Performance Ratings Chapter 10. Managing Employee Separations and Retention Understanding and Managing Employee Separations Voluntary Turnover Managing Employee Retention Involuntary Turnover: Dismissals Involuntary Turnover: Layoffs Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: How High Is Your Turnover? Chapter 10 Supplement: Sample Policy for Employee Separations Part III. Reward System Chapter 11. Developing a Pay Structure Pay as a Reward Fairness of Rewards Developing a Pay Structure Person-Based Pay Structures Executive Pay Pay Administration Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: Evaluating Pay Compression Chapter 11 Supplement 11.1: Steps for Using the Point-Factor Method Chapter 11 Supplement 11.2: Determining Whether a Job Is Exempt or Nonexempt Chapter 12. Rewarding Performance Pay as a Motivator Theories of Motivation Strategy and Pay for Performance Pay-for-Performance Programs Challenges and Opportunities in Rewarding Performance Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: Evaluating Your Merit Pay Program Chapter 12 Supplement: Certified Compensation and Benefits Professionals Chapter 13. Managing Benefits Benefits as Rewards Legally Required Benefits Voluntary Benefits Administering Benefits Programs Communicating Benefits Programs Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Chapter 13 Supplement: Questions to Consider When Designing and Implementing a Paid Time Off (PTO) Program Part IV. Special Topics in HR Chapter 14. Employee and Labor Relations Factors Influencing Employee Relations Organizational Policies and Procedures The Labor Movement The Collective Bargaining Process Failure to Reach an Agreement Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Chapter 14 Supplement: Management–Union Communication Guidelines Chapter 15. Employee Safety, Well-Being, and Wellness The Role of HRM in Worker Safety and Health Workplace Safety Workplace Stress Employee Wellness Programs Workplace Interventions: Solutions to Address Specific Well-Being Issues Total Worker Health™: An Integrated Approach to Worker Well-Being Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: Investigating Employee Stress Chapter 15 Supplement: OSHA Poster and Information Sheet Chapter 16. Opportunities and Challenges in International HRM Global Transfer of HR Practices Important Considerations When Transferring HR Practices Across Borders Managing HR Globally Management of Expatriates Alternatives to Long-Term Relocation Assignments Chapter Summary Key Terms HR Reasoning and Decision-Making Exercises Data and Analytics Exercise: Managing Expatriates Using Data Chapter 16 Supplement: Designing Global Compensation Systems Appendix: 2016 SHRM Body of Competency and Knowledge Glossary Notes Index

About the Author :
Talya Bauer, PhD Gerry & Marilyn Cameron Endowed Professor of Management Talya Bauer earned her PhD in business with an emphasis in organizational behavior and human resources from Purdue University. She is an award-winning teacher including being awarded the Innovation in Teaching Award from the HR Division of the Academy of Management. She teaches HR analytics, introduction to HRM, training and development, organizational behavior, and negotiations courses and has also been recognized by the Society for Industrial and Organizational Psychology (SIOP) with the Distinguished Teaching Award. She conducts research about HR and relationships at work. More specifically, she works in research areas across the employee life cycle including recruitment and selection, new employee onboarding, and coworker and leader relationships. This work has resulted in dozens of journal publications, book chapters, and research grants including from NSF and NIH. She has acted as a consultant for government, Fortune 1,000, and start-up organizations. She has been quoted and her work covered in The New York Times, Harvard Business Review, Wall Street Journal, Fortune, the Washington Post, Business Week, Talent Management, USA Today, as well as appearing on NPR’s All Things Considered. Previously, she worked as a computer consultant and as a trainer in California, Idaho, Oregon, and Hong Kong. She has been a visiting professor in France, Italy, Spain, and at Google, Inc. Talya is involved in professional organizations and conferences at the national level such as serving on the Human Resource Management Executive Committee of the Academy of Management and as SIOP president. She has received several Society for Human Resource Management (SHRM) research grants and authored SHRM’s “Onboarding New Employees: Maximizing Success” and coauthored SHRM’s “Applicant Reactions to Selection: HR’s Best Practices” white papers. She is an associate editor for the Journal of Applied Psychology, the former editor of Journal of Management, and on the editorial boards for Personnel Psychology, Journal of Management, and Industrial and Organizational Psychology: Perspectives on Science and Practices. She has coauthored multiple textbooks including Organizational Behavior, Principles of Management, and Psychology and Work: Introduction to Industrial and Organizational Psychology. She is a fellow of SIOP, APA, APS, and IAAP. Berrin Erdogan, PhD Express Employment Professionals Professor of Management Berrin Erdogan completed her PhD in human resource management at the University of Illinois, Chicago, and her B.S. degree in business administration at Bogazici University, Istanbul, Turkey. Prior to her graduate studies, she worked as a corporate trainer at a private bank. She teaches human resource management, performance management and compensation, and global human resource management at undergraduate and graduate levels. Her research focuses on the flow of people into and out of organizations, with a focus on applicant reactions to employee selection systems, newcomer onboarding, manager–employee relationships and skill utilization, and employee retention. Her studies have been conducted in a variety of industries including manufacturing, clothing and food retail, banking, health care, education, and information technology in the United States, UK, Turkey, Spain, India, China, France, Germany, and Vietnam. She authored over 70 articles and book chapters that appeared in journals including Academy of Management Journal, Journal of Applied Psychology, Journal of Management, Personnel Psychology, and Human Resource Management, and have been discussed in media outlets including the New York Times, Harvard Business Review, Wall Street Journal, BBC Capital, and The Oregonian. In addition, she coauthored the textbooks Organizational Behavior, Psychology and Work: Introduction to Industrial and Organizational Psychology, and Principles of Management. Berrin served as an associate editor for Personnel Psychology and European Journal of Work and Organizational Psychology and is a former Editor-in-Chief of Personnel Psychology. She is a fellow of SIOP and APS. She was a visiting scholar and gave invited talks at universities in Australia, Canada, Colombia, Greece, Singapore, Spain, Turkey, the United Kingdom, and the United States. David Caughlin, PhD Assistant Professor of Organizational Behavior David Caughlin earned his master’s in industrial and organizational psychology from Indiana University Purdue University–Indianapolis and his PhD in industrial/organizational psychology with concentrations in quantitative methodology and occupational health psychology from Portland State University. He is an assistant professor of organizational behavior at California Polytechnic State University, San Luis Obispo. He has taught undergraduate and graduate courses related to human resource management (HRM) and data analytics, such as introduction to HRM, reward systems and performance management, HR information systems, HR analytics, storytelling with data, organizational behavior, organizational psychology, practical statistical skills in psychology, and research methods in psychology. In his HR analytics courses, David teaches students how to use the programming languages like R to manage, analyze, and visualize HR data to improve high-stakes decision making; in the process, students build their data literacy and develop valuable critical thinking and reasoning skills. While working for the School of Business at Portland State University, David was recognized twice with the Teaching Innovation Award and twice with the “Extra Mile” Teaching Excellence Award. David conducts research on topics related to supervisor support, employee change, and occupational safety and health. He has worked with a variety of organizations in various industries on projects related to employee engagement, job analysis, selection, performance management, compensation, organizational culture, mistreatment prevention, and employee survey development. His research has been published in academic journals such as Journal of Applied Psychology; Journal of Management; Human Resource Management; Journal of Business & Psychology; and Journal of Occupational Health Psychology. Donald Truxillo, PhD Professor of Work and Employment Studies Donald Truxillo earned his PhD from Louisiana State University. He is a professor at the Kemmy Business School, University of Limerick, Ireland, and Professor Emeritus at Portland State University.  Previously, he worked in the areas of selection, employee development, and promotions in the public sector as an industrial psychologist and as a professor in the industrial/organizational psychology program at Portland State University. He studies the methods employers use to hire workers and the experiences of job applicants during recruitment and hiring. In addition, Donald examines issues related to workplace safety and health as well as age differences at work. He served as associate editor for the Journal of Management and is currently an associate editor at Work, Aging and Retirement. He is a member of nine editorial boards including Journal of Applied Psychology, Personnel Psychology, and Human Resource Management Review. He is the author of more than 100 peer-reviewed journal articles and book chapters. Donald is the recipient of SIOP’s 2017 Distinguished Teaching Contributions Award and a coauthor of the textbook Psychology and Work: Introduction to Industrial and Organizational Psychology. His research has been supported by the SHRM Foundation, the National Institute of Occupational Safety and Health (NIOSH), and the National Science Foundation (NSF), most recently to study privacy and security issues associated with online hiring. He has taught courses in human resource management, training and development, research methods, and industrial psychology. He has received three Fulbright grants to study abroad and has visited at universities in Italy, Portugal, Spain, Switzerland, Ireland, and Germany. Since 2010, he has been a member of the Doctoral Training Committee, Department of Psychological Science and Education, University of Trento, Italy. He is a fellow of SIOP, APA, APS, and IAAP.

Review :
"The text offers useful and appropriate examples of the use of analytics in HRM." "An interesting and novel approach to teaching HRM." "[This] is a good, comprehensive Human Resource Management textbook for the Undergraduate level or for Graduate students with a concentration in HR." "Excellent data-driven text." "A state-of-the-art textbook on HRM." "…adds elements of currency and insight based on business and industry trends. The book purports to focus on data analysis and improving HR decision making skills based on data, objectivity, ethics, and legal frameworks." "This [HRM] textbook does a much better job of acknowledging the importance of data and gives students a chance to work with data–a big plus." "This textbook is an all-encompassing book that covers in detail, the critical performance areas of human resource management and how information technology is used for decision making and in creating a competitive advantage." "[Human Resource Management] is a well written, well organized textbook with current cases taken from today’s headlines, laid out in an instructor and student friendly way.  If our college wants to emphasize data driven analytical HRM strategic decision making, this is the perfect introductory text." "With the recent changes to the HR field as a whole to be a more integrated discipline, Bauer et al’s text does a spectacular job of expanding upon core content from organizational behavior, business law, business analytics, leadership, and management and frames that content in an HR lens…this text provides in-depth integration of those topics fused with current case studies and references to popular culture." "A refreshing approach to HRM that highlights the importance of HRM in maintaining and building the bottom line for companies and enhancing work environments." "The practice and science of HR come together!" "I would say that this HR textbook is a more research-focused and data-driven textbook. It really focuses on the importance of leveraging data to make more informed HR decisions. It is evidence-based and draws more heavily on research. I think it is a textbook that would challenge our students more and better prepare them for the changing nature of human resources." "[This is] an upper-level HRM textbook that presents material with a data-focused approach. The textbook covers traditional HRM concepts such as job analysis, talent management, and occupational safety and health through the use of a data-analytics approach, in which students actually practice implementing HRM decisions using data." "[This is] the start of a new era in HR textbooks by linking content to the SHRM competencies and making the concepts more applicable in practice using the EBDM approach." "Very quantitative in its application. References a great deal of research from SHRM and heavy emphasis on data analytics." "The text provides relevant and current research data through real world scenarios which impacts current HRM challenges." "This text provides a very engaging and illustrative overview and analysis of current topics in HRM.  It engages the students to think beyond the content of the book and evaluate how they have been or how they want to be treated in organizations from an HR perspective." "This text is an excellent Introduction to Human Resources text. Its major advantage over competing books is the conveying the growing importance of analytics in HR management." "This textbook is very well written and extremely detailed. I feel like all of the HR books I have used are not this in-depth in their scope nor do they cover so many important topics. In addition, all of the information in the text is supported by research and current real-world examples."