The contributors in this book identify and clearly discuss contemporary and critical issues, challenges and opportunities in HRM. The book attempts to achieve the delicate balance between basic HRM functions, and the new world of HRM. Moreover, in a dynamic field like HRM, a complete look at contemporary HRM issues, challenges, and opportunities is a must for today's and tomorrow's students and future manages and leaders. After all, it is important for any book to undertake a current state of the field while also bridging the gap of traditional HRM activities (i.e., issues, challenges and opportunities) and the possible future state of the HRM field. An organizing principle for this book is the need to for an integrated HRM system, comprised of multiple activities, designed to influence organizational and employee behaviors. The books contributors include some basic theories and models that simultaneously consider how HRM activities like recruitment, selection, reward practices, and development activities among others are being impacted by contemporary issues, challenges and opportunities for the field of HRM, particularly HRM functions and professional as they are increasingly expected to play a role in enabling organizational managers and other employees to achieve desired organizational results. Thus, the essence of the book is that the collective chapters reflect both a functional orientation built on theory and models but also provide insights into how to translate theory into practice via the establishment of the increasingly critical role HRM procedures, practices, and processes play in accomplishing the goals and objectives in contemporary organizations.
Table of Contents:
List of Tables and Figures
Preface
Acknowledgments
Part I. Human Resource Management and Its Environment
Chapter 1. Effective Human Resources Management: Yesterday, Today, and Tomorrow; Ronald R. Sims
Chapter 2. Public Sector HRM: Minor Similarities and Major Differences; Ronald R. Sims and James D. Slack
Chapter 3. The Legal Status of Affirmative Action in Employment; Norma M. Riccucci
Chapter 4. Toward Successful International Human Resources Management; Ronald R. Sims
Part II. Staffing the Organization
Chapter 5. Recruiting Strong Applicants: Process, Prospects, Challenges; James D. Lawrence, Lane D. Sauser, and William I. Sauser, Jr.
Chapter 6. A New Look at Old Tools: Human Resources Management in a New Era of Litigation; Christopher S. Winklespecht, Katherine A. Jackson, and John G. Veres III
Chapter 7. Strategic Staffing: Talent Acquisition in the 21st Century; Kenneth Yusko and Harold Goldstein
Chapter 8. Organizational Realities and the Role of HRM in Maximizing Performance: A View from I/O Psychology; Cary Lichtman
Part III. Developing Human Resources
Chapter 9. Fostering an Ethical Culture for Business: The Role of HR Managers; William I. Sauser, Jr. and Ronald R. Sims
Chapter 10. Socializing Employees: Helping Individuals Develop Appropriate Expectations for Both Their Work and the Organization; Traci L. Nyberg, M. Ronald Buckley, Michael G. Harvey, Milorad M. Novicevic, and Anthony Wheeler
Chapter 11. Retaining Intellectual Capital: A Manager’s Perspective; David A. Buczek
Chapter 12. Human Resource Development: Issues, Challenges, and Opportunities; Ronald R. Sims and Serbrenia J. Sims
Chapter 13. Leadership Development and Strategic HR at a Crossroads; Scott A. Quatro, David A. Waldman, and Benjamin M. Galvin
Chapter 14. Human Resource Management and Career Management and Development; Serbrenia J. Sims and Ronald R. Sims
Part IV. Compensation
Chapter 15. Compensation: Choosing and Using the Best System for Your Organization; Stephen E. Condrey, Carl L. McCoy, and Jason M. Fleury
Chapter 16. Traditional Pay in Public Organizations: Should We Try Something Else or Try Doing It Right?; James E. Buford Jr. and Suzette M. Jelinek
Chapter 17. Employee Benefits: Issues, Challenges, and Opportunities; Ronald R. Sims
Part V. Emerging HRM Issues, Challenges, and Opportunities
Chapter 18. Organizational Development and Change; Ann Gilley and Jerry W. Gilley
Chapter 19. Rationale for an HRM-Ethic and Its Inclusion as a Theoretical Foundation; Tim Hatcher
Chapter 20. A Look at Contemporary Human Resource Management Information Systems; Roger McCullough and Ronald R. Sims
Chapter 21. Chronic Health Issues: What HR Managers Should Know and Do; James D. Slack
Chapter 22. The Changing Mission of HRM in Health Care Organizations: New Opportunities and Challenges; Robert J. Solomon
