人力资源管理：赢得竞争优势（英文版·第12版）（工商管理经典丛书·人力资源管理系列

作者简介

雷蒙德·诺伊（Raymond Noe） 俄亥俄州立大学Robert and Anne Hoyt管理学讲席教授，曾任教于密歇根州立大学管理系及明尼苏达大学卡尔森管理学院产业关系中心。研究领域及讲授课程涵盖人力资源管理、管理技能、定量方法、人力资源信息系统、培训、员工开发、绩效管理、组织行为等方面。在国际权威学术期刊上发表了大量论文，并担任多家学术期刊的编委。因其杰出的教学与研究成果荣获多个奖项，包括Ernest J. McCormick奖。

约翰·霍伦贝克（John Hollenbeck） 密歇根州立大学杰出教授，伊莱·布罗德商学院Eli Broad讲席教授。发表关于团队决策和工作动机的学术论文90多篇，被引用超过6 000次。

巴里·格哈特（Barry Gerhart） 威斯康星大学麦迪逊分校商学院Bruce R. Ellig杰出讲席教授，曾在康奈尔大学、范德堡大学担任部门主任、区域协调员，在威斯康星大学担任高级副院长。

帕特里克·赖特（Patrick Wright） 南卡罗来纳大学达拉·摩尔商学院教授、高管项目中心主任，研究领域为战略人力资源管理，特别关注企业如何利用人才作为竞争利器。发表研究文章60多篇。

内容简介

Our intent is to provide students with the background to be successful HRM professionals,to manage human resources effectively, and to be knowledgeable consumers of HRM products.Managers must be able to identify effective HRM practices to purchase these services from a consultant, to work with the HRM department, or to design and implement them personally.Human Resources Management: Gaining a Competitive Advantage,12th edition, emphasizes how a manager can more effectively manage human resourcesand highlights important issues in current HRM practice.
Human Resources Management: Gaining a Competitive Advantage represents a valuableapproach to teaching human resource management for several reasons:
·The text draws from the diverse research, teaching, and consulting experiences of four authors who have taught human resource management to undergraduates,traditional day MBA students as a required and elective course, and more experienced managers and professional employees in weekend and evening MBA programs. The teamwork approach gives a depth and breadth to the coverage that is not found in other texts.
· Human resource management is viewed as critical to the success of a business. The text emphasizes how the HRM function, as well as the management of human resources, can help companies gain a competitive advantage.
·The book discusses current issues such as artificial intelligence and robotics, use of nontraditional employment relationships, big data, talent management, diversity, and the employee experience, all of which have a major impact on business and HRM practice.
· Strategic human resource management is introduced early in the book and integrated throughout.
· Examples of how new technologies are being used to improve the efficiency and effectiveness of HRM practices are provided throughout.
· We provide examples of how companies are evaluating HRM practices to determine their value.
Human Resource Management: Gaining a Competitive Advantage, 12th edition, includes an
introductory chapter (Chapter 1) and five parts.
Chapter 1 provides a detailed discussion of the global, economic, sustainability, and technology challenges that influence companies’ abilities to successfully meet the needs of shareholders, customers, employees, and other stakeholders. We discuss how the management of human resources can help companies meet the competitive challenges.
Part One includes a discussion of the environmental forces that companies face in attempting to capitalize on their human resources as a means to gain competitive advantage.The environmental forces include the strategic direction of the business, the legal environment, and the type of work performed, and physical arrangement of the work.
A key focus of Chapter 2, on strategic human resource management, is to highlight the role that staffing, performance management, training and development, and compensation play in different types of business strategies.
Chapter 3, on analysis and design of work, emphasizes how work systems can improve company competitiveness by alleviating job stress and by improving employees’ motivation and satisfaction with their jobs.
Part Two deals with the acquisition and preparation of human resources, including human resource planning and recruitment, selection, and training.
Chapter 4, on human resource planning and recruitment, illustrates the process of developing a human resource plan. Also, the strengths and weaknesses of staffing options such as outsourcing, use of contingent workers, and downsizing are discussed. Strategies for recruiting talented employees are emphasized.
Chapter 5, on selection and placement, emphasizes ways to minimize errors in employee selection and placement to improve the company’s competitive position. Selection method standards such as validity and reliability are discussed in easily understandable terms without compromising the technical complexity of these issues. The chapter discusses selection methods such as interviews and various types of tests (including personality, honesty, and drug tests) and compares them on measures of validity, reliability, utility, and legality.
Chapter 6 discusses the components of effective training systems and the manager’s role in determining employees’ readiness for training, creating a positive learning environment, and ensuring that training is used on the job. The advantages and disadvantages of different training methods are described, such as e-learning, serious games, microlearning, virtual reality and augmented reality, and mobile training.
Part Three explores how companies can determine the value of employees and capitalize
on their talents through retention and development strategies.
Chapter 7, on performance management, discusses the evolution of performance management
systems to a more continuous process that encourages setting short and long term goals, frequent performance conversations between managers and their employees, and peer feedback. The chapter examines the strengths and weaknesses of performance management methods that use ratings, objectives, or behaviors.
Chapter 8, on employee development, introduces the student to how assessment, job experiences, formal courses, and mentoring relationships are used to develop employees.
Chapter 9, on retention and separation, discusses how managers can maximize employee productivity and satisfaction to avoid absenteeism and turnover. The chapter emphasizes the use of employee surveys to monitor job and organizational characteristics that affect satisfaction and subsequently retention.
Part Four covers rewarding and compensating human resources, including designing pay structures (Chapter 10), and recognizing individual contributions (Chapter 11).
Here we explore how managers should decide the pay rate for different jobs, given the company’s compensation strategy and the worth of jobs. The advantages and disadvantages of merit pay, gainsharing, and skill-based pay are discussed.
Chapter 12 discusses social and political changes, such as Brexit, on global human resource management. Selecting, preparing, and rewarding employees for foreign assignments is also discussed.
The text concludes with Chapter 13, which emphasizes how HRM practices should be aligned to help the company meet its business objectives. The chapter emphasizes that the HRM function needs to have a customer focus to be effective.
The chapter openers, in-text boxes, and end-of-chapter materials provide questions that provide students the opportunity to discuss and apply HR concepts to a broad range of issues. This should make the HR classroom more interactive and increase students’ understanding of the concepts and their application.
·Enter the World of Business chapter-opening vignettes provide relevant examples of real business problems or issues that provide background for the issues discussed in the chapter.
· Evidence-Based HR sections highlight an evidence-based approach to HR management and focuses on people, employees, and human capital.
· Competing through Environmental, Social, and Governance Practices boxes show how organizations can engage in HR practices to make a profit without sacrificing the resources of its employees, the community, or the environment.
· Competing through Globalization boxes focus on how companies use HR practices to improve their ability to compete in international markets and prepare employees for global assignments.
· Competing through Technology boxes highlight how organizations are using social networking,
artificial intelligence, robotics, human resource information systems, cloud computing, dashboards, and other tools to enhance the efficiency and effectiveness of HR practices, employees, and the workplace.
· Integrity in Action boxes highlight the good (and bad) HR-related decisions made by company leaders and managers that either reinforce (or undermine) the importance of ethical behavior in the company.
· A Look Back segments, at the end of the chapter, encourage students to recall the chapter’s opening vignettes and apply what they have just learned to questions about them.