Luis R. Gómez-Mejía, Ray and Milann Siegfried Professor of Management, University of Notre Dame

 David B. Balkin Professor of Management, Leeds School of Business, University of Colorado

Robert L. Cardy, Professor and Chair, Department of Management, University of Texas, San Antonio

PART I Introduction 1

Chapter 1 Meeting Present and Emerging Strategic Human Resource Challenges

PART II The Contexts of Human Resource Management

Chapter 2 Managing Work Flows and Conducting Job Analysis


Chapter 3 Understanding Equal Opportunity and the Legal Environment


Chapter 4 Managing Diversity 118

PART III Staffing

Chapter 5 Recruiting and Selecting Employees


Chapter 6 Managing Employee Separations, Downsizing, and Outplacement

PART IV Employee Development

Chapter 7 Appraising and Managing Performance


Chapter 8 Training the Workforce


Chapter 9 Developing Careers

PART V Compensation

Chapter 10 Managing Compensation


Chapter 11 Rewarding Performance


Chapter 12 Designing and Administering Benefits

PART VI Governance

Chapter 13 Developing Employee Relations


Chapter 14 Respecting Employee Rights and Managing Discipline


Chapter 15 Working with Organized Labor


Chapter 16 Managing Workplace Safety and Health


Chapter 17 International HRM Challenge


 

1) New, substantially revised, or updated introductory vignettes and end-of-chapter cases


2) New coverage of the special human resource issues concerning social responsibility and ethics as well as technology and social media


3) Updated coverage of how firms respond to dynamic changes in their strategy as a result of environmental jolts, and the important role that human resource management plays in this process


4) Updated coverage of the legal environment of HR such as the changing legal requirements for companies to provide health insurance to employees and emerging regulations that attempt to balance employee and employer rights to engage in religious practices in the workplace


5) Manager's Notebooks-a feature to provide readers exposure to a variety of issues that managers confront daily (from providing feedback during an appraisal session to preparing employees for a layoff)-include two new ones:


a) Technology/Social Media notebooks discuss specific opportunities and challenges posed by technology and the rapid increase in the use of social media to the practice of human resource management.


b) Ethics/Social Responsibility notebooks focus on the role of HR practices in promoting social responsibility and ethical issues that challenge managers and employees.


6) "You Manage It!" case studies at the end of each chapter to support each of the major themes of the book