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The fundamentals of human resource management are extensively described in European and American literature. This book summarises the general human resource management philosophies, theories, strategies and techniques and links them to the specific African context. The usefulness of these general insights of human resource management not only depends on whether or not the organisation is public or private, but also whether they are local or foreign. It also depends on the socio economic and cultural environment. In that regard, current African human resource management practices and techniques are best compared to those of European and American organisations of the 1960s and 70s. Nevertheless, globalisation has forced managers to learn and adapt to new ways of managing human resources faster than ever before. This book is useful for all students, academics and professionals in human resource management in general and more importantly those who work or are interested in African organisations. 

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Human Resource Management teaches HRM strategies and theories that any manager—not just those in HR—needs to know about recruiting, selecting, training, and compensating people. For questions about this textbook please contact textbookuse@umn.edu

Table of Contents:

Chapter 1: The Role of Human Resources

Chapter 2: Developing and Implementing Strategic HRM Plans

Chapter 3: Diversity and Multiculturalism

Chapter 4: Recruitment

Chapter 5: Selection

Chapter 6: Compensation and Benefits

Chapter 7: Retention and Motivation

Chapter 8: Training and Development

Chapter 9: Successful Employee Communication

Chapter 10: Managing Employee Performance

Chapter 11: Employee Assessment

Chapter 12: Working with Labor Unions

Chapter 13: Safety and Health at Work

Chapter 14: International HRM

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Human Resources Management (HRM) takes a strategic approach to recruit/hire, train, and retain the right people, for the right job, at the right time.  The goal of HRM is to support the organization in achieving its strategies and goals.  Companies understand “employees” are their biggest asset.

This text covers the foundational knowledge and skills required for HRM in all businesses, whether local, regional, or global. It outlines challenges faced by human resources (HR) departments, and offers solutions on how to overcome them. The text also offers technology, tools, and processes to improve the efficiency of the HR department in an organization. The important role HR plays is also stressed throughout the text. The principles and concepts learned can be applied to all functions within HR. The text includes engaging critical thinking and reflective activities for students, as well as,  videos to enhance learning at an in-depth level; and offers teacher resources in lesson planning.

Table of Contents:

Acknowledgments

About This Book

Changes from Adapted Resource

Chapter 1: Human Resources Strategy

1.0 Learning Outcomes

1.1 Human Resource Management

1.2 Evolution and History of Human Resources Management

1.3 The Role of HRM in Organizations

1.4 The Human Resources Manager

1.5 Human Resources and Environmental Factors

1.6 HRM and Business Challenges

1.7 Key Terms

1.8 Summary

1.9 Exercises/Activities for Teachers and Students

1.10 Case Study: The Birth of a Marijuana Producer

Chapter 2: Human Resources Planning and Analytics

2.0 Learning Outcomes

2.1 Human Resources Planning and Strategy

2.2 The HR Planning Process

2.3 Forecasting Demand for Labour

2.4 HR Demand Forecasting Method

2.5 Human Resources Supply

2.6 HR Response and Plan for Supply and Demand

2.7 Human Resources Information Systems (HRIS) and HR Analytics

2.8 HR Analytics

2.9 HR Analytics Application

2.10 Key Terms

2.11 Summary

2.12 Exercises/Activities for Teachers and Students

2.13 Case Study: The Power of HR Analytics for ACME Inc.

Chapter 3: Diversity, Inclusion, Equity and the Law

3.0 Learning Outcomes

3.1 Diversity, Rights, Ethics, Work-Life Balance

3.2 Federal Human Rights Laws

3.3 Provincial Human Rights Laws

3.4 Discrimination in Organizations

3.5 Employment Equity

3.6 Key Terms

3.7 Summary

3.8 Exercises/Activities for Teachers and Students

3.9 Case Study: Visible Minorities

Chapter 4: Job Analysis and Job Design

4.0 Learning Outcomes

4.1 Strategy and Job Analysis

4.2 Job Analysis

4.3 Job Description

4.4 Job Design

4.5 Approaches to Job Design

4.6 Contemporary Issues in Job Design

4.7 Key Terms

4.8 Summary

4.9 Exercises/Activities for Teachers and Students

4.10 Case Study: Job Analysis at Matrix Agricultural Systems

Chapter 5: Talent Acquisition

5.0 Learning Outcomes

5.1 The Recruitment Process

5.2 Recruitment Plan - Internal and External

5.3 The Law and Recruitment and Selection

5.4 Application Forms

5.5 Recruitment Strategies

5.6 An Interview Story

5.7 The Selection Process

5.8 Criteria for Interviews

5.9 Application and Resume-Review

5.10 Interview Bias

5.11 Interview Structures

5.12 Interview Types

5.13 Test Administration

5.14 Combining The Test Results Information

5.15 Selection Offers and Errors

5.16 Key Terms

5.17 Summary

5.18 Exercises/Activities for Teachers and Students

5.19 Case Study: Great Mattress Company

5.20 Case Study: Zendesk Recruitment: A Fictional Example

Chapter 6: Training and Development

6.0 Learning Outcomes

6.1 Employee Training and Development

6.2 Onboarding Steps for New Employees

6.3 Training Delivery Methods

6.4 Methods of Delivery

6.5 Web-Based Learning

6.6 Employee Development

6.7 Career Development

6.8 Measuring Training Effectiveness

6.9 Key Terms

6.10 Summary

6.11 Exercises/Activities for Teachers and Students

6.12 Case Study: Training, Not Like It Used to Be

Chapter 7: Compensation and Benefits

7.0 Learning Outcomes

7.1 Developing a Compensation Package

7.2 Goals of a Compensation Package

7.3 Job Evaluation and Pay Systems

7.4 Compensation Strategies and Pay Theories

7.5 Laws Relating to Pay

7.6 Goals of Employee Benefits

7.7 Mandatory and Voluntary Benefits

7.8 Flexible Benefits

7.9 Key Terms

7.10 Summary

7.11 Exercises/Activities for Teachers and Students

7.12 Case Study: Matching Compensation with Core Values

Chapter 8: Performance Management

8.0 Learning Outcomes

8.1 Performance Management Systems

8.2 Managing Performance

8.3 Designing a Performance Management System

8.4 Steps in Performance Evaluation Process

8.5 Popular Performance Appraisal Models

8.6 Performance Appraisal Methods

8.7 Value of Performance Appraisals

8.8 Individual, Team, Manager Performance Reviews

8.9 Completing and Conducting the Appraisal

8.10 Managing Performance Issues

8.11 Disciplinary Processes for Performance Issues

8.12 Investigation of Performance Issues

8.13 Key Terms

8.14 Summary

8.15 Exercises/Activities for Teachers and Students

8.16 Case Study: A Tough Conversation

Chapter 9: Health and Safety

9.0 Learning Outcomes

9.1 Introduction to Occupational Health and Safety Legislation

9.2 Rights and Responsibilities

9.3 Record Keeping and Tracking Incidents

9.4 Joint Health and Safety Committee

9.5 Powers, Authority and Legal Implications

9.6 Related Legislation

9.7 WHMIS

9.8 Health Hazards at Work

9.9 Stress

9.10 Incident Investigation

9.11 Hazard Recognition, Assessment and Control

9.12 Investigation Steps

9.13 Promoting a Culture of Safety and Health

9.14 Key Terms

9.15 Summary

9.16 Exercises/Activities for Teachers and Students

9.17 Case Study: Workplace Safety - Commercial Hazards

Chapter 10: Labour Relations

10.0 Learning Outcomes

10.1 Definition and History of Unions

10.2 Reasons for Unionization

10.3 Union Objectives and Structures

10.4 Legislation and Unions

10.5 Organizing Unions and Collective Bargaining

10.6 Administration of the Collective Bargaining Agreement

10.7 The Future of Unions

10.8 Human Resources in Union Workplaces

10.9 Key Terms

10.10 Summary

10.11 Exercises/Activities for Teachers and Students

10.12 Case Study: Dissatisfied Employees and Unionization

Chapter 11: Global Human Resources

11.0 Learning Outcomes

11.1 International Environments

11.2 Types of Structures of Global Companies

11.3 Defining the Countries

11.4 Culture Shock and Coping

11.5 Selection of Employees (Expatriates)

11.6 A Look at Cross-Cultural Conditions and HR

11.7 Training International Project Teams

11.8 Key Terms

11.9 Summary

11.10 Exercises/Activities for Teachers and Students

11.11 Case Study: American Factory

Chapter 12: HR Professional Practices

12.0 Learning Outcomes

12.1 HR Professionalism and Certification

12.2 Very Competitive Field

12.3 How To Earn Certification

12.4 Key Terms

12.5 Summary

12.6 Exercises/Activities for Teachers and Students

Versioning History

Ancillary Resources

References

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Presenting the emergence of new organizational designs in a novel way, this insightful book blends theory and practice to examine major trends and directions, the key ideas that underpin organizational design and how these ideas might be applied.

The authors explore how, in a world characterized by relentless change and volatility, traditional bureaucracies of the past are increasingly regarded as being too slow and centralized. Instead, emerging ideas, such as platforms, ecosystems, holacracies, agility and improvisation are gaining purchase. Focusing on key trends and forms of design, the book offers an approach to organizing that accommodates paradoxes and offers a fresh view on managing organizational design.

Rich in anecdotes and examples, the Elgar Introduction to Designing Organizations will be a useful guide for business and management scholars and advanced students with a focus on organizational studies and innovation. It will be beneficial for business managers thinking about how to design their organization so that it is fit for contemporary purposes.

Table of Contents:

Front matter

Copyright

Contents

Figures

Tables

About the authors

Acknowledgements

• Ch. 1: Introduction to the Elgar Introduction to Designing Organizations

• Ch. 2: The fundamentals of organizational design

• Ch. 3: Organization design and change

• Ch. 4: The traditional organization: hierarchy meets bureaucracy

• Ch. 5: Less hierarchical organizations: the fall of the traditional pillars (part I: hierarchy)

• Ch. 6: The agile organization: the fall of the traditional pillars (part II: task design and allocation)

• Ch. 7: Final reflections: patterns, principles and practices

Back matter

References

Index

Reviews:

• "A must-read book to those interested in the art of management in a fast-evolving world. A complex environment wherein organizations face increasing paradoxical tensions among their goals and accountabilities. Relying on their valuable knowledge on paradox theory, the authors offer the readers key insights from theory and real organizational cases, helping them understand why different organizational designs emerge and when it is fruitful to apply them."

-- Francesco Sguera, Católica-Lisbon School of Business and Economics, Portugal

• "I recommend the Elgar Introduction to Designing Organizations to practicing managers or MBA students who enjoy deep dives into the dynamics of their organizations. I’ll also share the book with Ph.D. students as their first introduction to organizational design. The authors have spanned history and perspectives in an interesting and thoughtful read."

-- Terri Griffith, Simon Fraser University, Canada

• "This book has a unique and powerful message: being '…fit for contemporary purposes…' entails understanding and practicing organizational design as a paradoxical effort, and therefore cycle between stability and change, temporally reach a balance, abandon status quo, embrace uncertainty, accept misfits, learn to flow through contradictions. A truly interesting read for both organizational scholars and practitioners."

-- Andrea Prencipe, Luiss University, Italy

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Motivation in Organisations: Searching for a Meaningful Work-Life Balance extends the current motivation models in business education to include motives of human behaviour that have been neglected for decades. It debunks some of the myths about human motivation (self-interest as the dominant factor, amorality and non-spirituality) and explains why this approach to teaching business is erroneous and leads to wrong and harmful practices in many organisations.

In a very personal and engaging style, the author presents a "map of motivations", based on a humanistic approach to management. This includes the latest findings of Abraham H. Maslow supported by sound philosophical reflections and modern research. He also presents specific ways of putting the framework into practice, sharing stories from students and professionals of how this framework has helped them better understand their own motivations and look at their daily work in a much more meaningful way.

The book is highly relevant to students and researchers in humanistic management, people management, organisational behaviour, business ethics, corporate social responsibility and sustainability. In short, this text will be truly inspiring to anyone who wants to reflect on motivations in organisations and how to achieve a better work-life balance.

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This open access book will give insights into global issues of work and work systems design from a wide range of perspectives. Topics like the impact of AI in the workplace as well as design for digital sovereignty at the workplace or foresight processes for digital work are covered. Practical cases, empirical results and theoretical considerations are not only taken from Germany and Europe, but also from Southeast Asia, South Africa, Middle America, and Australia. The book intends to expand the so far national view on the aspects of digital work (e.g. like in Ernst Hartmann’s immensely successful work “Zukunft der Arbeit in Industrie 4.0”) into an international context – thus showing not only common challenges, but also offering suggestions, best practice examples or thoughts from different global regions.

Table of Contents

Front Matter

• New Digital Work and Digital Sovereignty at the Workplace – An Introduction

• Measuring the Impact of Artificial Intelligence and Robotics on the Workplace

• Digital Work in Smart Production Systems

• Scenario-Based Foresight in the Age of Digital Technologies and AI

• Human-Machine-Interaction in Innovative Work Environment 4.0 – A Human-Centered Approach

• Collaborative Work Enabled by Immersive Environments

• Participation in Work of People with Disabilities by Means of Technical Assistance

• Designing Explainable and Controllable Artificial Intelligence Systems Together: Inclusive Participation Formats for Software-Based Working Routines in Industry

• Digital Work – Transforming the Higher Education Landscape in South Africa

• It’s Coming Home Down Under – The Potential of Digital Work to Overcome Australia’s Challenges in Reshoring Manufacturing

• Digital Work in East Asia

• Artificial Intelligence and Assistance Systems for Technical Vocational Education and Training – Opportunities and Risks

• Designing Digital Work – A Tale of Two Complexities

• Work-Based Learning in the Mexican Automotive Sector

• Capacity Building for Digital Work – A Case from Sino-German Cooperation

• Quantification of Uncertainties in Neural Networks

• A Final Word

Back Matter

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This OpenStax resource aligns to introductory courses in Organizational Behavior. The text presents the theory, concepts, and applications with particular emphasis on the impact that individuals and groups can have on organizational performance and culture. An array of recurring features engages students in entrepreneurial thinking, managing change, using tools/technology, and responsible management. 

Table of Contents:

1. Management and Organizational Behavior

2. Individual and Cultural Differences

3. Perception and Job Attitudes

4. Learning and Reinforcement

5. Diversity in Organizations

6. Perception and Managerial Decision Making

7. Work Motivation for Performance

8. Performance Appraisal and Rewards

9. Group and Intergroup Relations

10. Understanding and Managing Work Teams

11. Communication

12. Leadership

13. Organizational Power and Politics

14. Conflict and Negotiations

15. External and Internal Organizational Environments and Corporate Culture

16. Organizational Structure and Change

17. Human Resource Management

18. Stress and Well Being

19. Entrepreneurship

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