Human Resource Management

Contents: 1. Civil rights and employee discrimination laws -- Introduction -- The Civil Rights Acts of 1964 and 1991 -- Americans with Disabilities Act of 1990 and 2009 Amendments -- 2. The basics of human resource management -- The human resource management function: an overview -- Recruiting and selecting -- Compensation and benefits -- Performance management -- Managing conflict.

Contents: Chapter 1: The Underlying Principles of Competency Modeling; Chapter 2: A Single Competency Examined; Chapter 3: Competencies in the Context of Organizational Systems; Chapter 4: Universal Competencies: The Big Six (Plus One); Chapter 5: Case Studies and Examples

Contents: Part I. Introduction to performance appraisal -- 1. Introduction -- 2. Performance appraisal methods -- 3. The communication-centered approach -- Part II. Preinterview phase -- 4. Developing a vocabulary for performance appraisal -- 5. Social context of performance appraisals -- 6. Planning the performance review -- Part III. Enacting the interview -- 7. Communication mediums for performance feedback -- 8. Holding a conversation to review performance -- Part IV. Post-interview phase -- 9. Documenting the performance review and moving on -- 10. Outcomes of the performance review -- 11. Concluding remarks

Contents: Chapter 1: People, resources, and performance -- Chapter 2: Understanding staff dynamics -- Chapter 3: Resource interdependence -- Chapter 4: Understanding resource attributes -- Chapter 5: Rivalry for resources -- Chapter 6: Developing your employer brand -- Chapter 7: Intangible resources -- Chapter 8: Building capabilities

Contents: Section I. Turnover myths -- 1. Myth: turnover is bad: understanding the real impact of turnover -- 2. Myth: it's all about the Benjamins: understanding what really drives turnover decisions -- 3. Myth: turnover is driven by job dissatisfaction: understanding new perspectives on why employees leave and stay -- 4. Myth: retention is simple: strategic data collection, analysis, and organizational context -- 5. Myth: turnover is out of my control: how managers can directly influence turnover decisions -- Section II. Evidence-based retention strategies -- 6. Attracting the right talent: recruitment and employee turnover -- 7. Hiring the right people: selection and employee turnover -- 8. On-boarding: socialization and employee turnover -- 9. Developing human capital: training, development, and employee turnover -- 10. Sometimes pay does matter: compensation, rewards, and employee turnover -- 11. Employees leave bosses: supervision, leadership, and employee turnover -- 12. Engaged employees: engagement and employee turnover -- Conclusion: talent emergence

Contents: Chapter 1. Positive management, strategy, and productivity -- Chapter 2. Rethinking productivity -- Chapter 3. Why does negative management exist and can it be reduced -- Chapter 4. The emergence of positive management -- Chapter 5. Why is positive management needed -- Chapter 6. Positive management and motivation -- Chapter 7. Positive management and organizational culture -- Chapter 8. Straight talk about positive management -- Chapter 9. Positive management and the day-to-day business of managing -- Chapter 10. Creating a positive work environment in your organization -- Chapter 11. Organizational strategy and positive management

Contents: 1. Setting performance targets -- 2. Budget targets -- 3. Target setting in changing conditions -- 4. Performance targets -- 5. Target difficulty -- 6. Multiple performance targets --7. Innovations in target setting -- 8. Conclusion: target setting, the lost art -- Appendix. Understanding probabilities