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全美最新工商管理权威教材译丛·人力资源管理(第5版)

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全美最新工商管理权威教材译丛·人力资源管理(第5版)

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非职能性的方法。《全美最新工商管理权威教材译丛:人力资源管理(第5版)》覆盖了人力资源管理中的所有核心问题。但采取的是“非职能性”的方法,即针对的不仅仅是HR经理,而是旨在为所有未来的企业管理者培养人力资源管理技能。全球化的视角。《全美最新工商管理权威教材译丛:人力资源管理(第5版)》将理论阐释与案例分析相结合。从全球视角展开相关内容。书中专设一章,用于分析如何应对全球化的人力资源管理挑战。以应用为导向。通过《全美最新工商管理权威教材译丛:人力资源管理(第5版)》独具特色的。管理者笔记。专栏和。你来解决!”讨论案例专栏.来帮助读者更好地将理论应用于实践。
Content Description

《人力资源管理(第5版)》覆盖了人力资源管理中的所有核心问题,但采取的是“非职能性”的方法,即针对的不仅仅是HR经理,而是旨在为所有未来的企业管理者培养人力资源管理技能。全球化的视角。《人力资源管理(第5版)》将理论阐释与案例分析相结合,从全球视角展开相关内容。书中专设一章,用于分析如何应对全球化的人力资源管理挑战。以应用为导向。通过《人力资源管理(第5版)》独具特色的“管理者笔记”专栏和“你来解决!”讨论案例专栏,来帮助读者更好地将理论应用于实践。
Author Description

路易斯·R.戈梅斯-梅西亚,亚利桑那州立大学凯瑞商学院主席。在明尼苏达大学获得经济学学士以及工业关系硕上、博上学位。曾担任过许多家公司的咨询顾问。曾任教于科罗拉多大学和佛罗里达大学。研究方向为宏观HR问题、国际化HR实践和薪酬。
戴维·B.鲍尔金,科罗拉多大学波德分校商学院的管理学教授,明尼苏达大学工业关系博士学位,曾任教于路易斯安耶州立大学和东北大学。研究方向为企业战略和人力资源实践的交互作用、奖励系统的设计与执行。
罗伯特·L·卡迪,得克萨斯州立大学圣安东尼奥分校管理系主任。1982年在维吉尼亚科技大学获得工业/组织心理学博士学位。研究方向为绩效评估、质量导向的组织环境中的有效HRM实践。
张正堂,管理学博士,南京大学商学院教授、博士生导师,研究方向为薪酬管理、战略人力资源管理。
蒋建武,南京大学-美国亚利桑那州立大学联合培养博士,深圳大学管理学院讲师,研究方向为战略人力资源管理和组织刨新。
刘宁,管理学博士,南京邮电大学经济与管理学院副教授、硕士生导师,研究方向为人力资源开发、薪酬管理和团队理论。
Catalogue

第一部分
第1章 迎接战略人力资源的挑战
1.1 人力资源管理面临的挑战
1.2 战略人力资源政策的规划和执行
1.3 选择人力资源战略,提升公司绩效
1.4 人力资源部门和各部门经理的合作关系

第二部分
第2章 管理工作流程与进行工作分析
2.1 工作:组织视角
2.2 工作:团队视角
2.3 工作:个人视角
2.4 工作设计和工作分析
2.5 柔性劳动力
2.6 人力资源信息系统

第3章 了解公平就业机会和法律环境
3.1 理解法律环境的重要性
3.2 来自法律的挑战
3.3 公平就业机会法律
3.4 EEO的强制执行和遵守
3.5 其他重要法律
3.6 避免EE0诉讼

第4章 管理多元性
4.1 什么是多元性
4.2 管理员工多元性的挑战
4.3 公司中的多元性
4.4 多元性管理的改善
4.5 一些警示

第三部分
第5章 员工招募和甄选
5.1 人力资源供给和需求
5.2 雇用过程
5.3 雇用过程中的挑战
5.4 应对有效人员配置的挑战
5.5 甄选
5.6 人员配置中的法律问题

第6章 员工的离职、精简与新职介绍
6.1 什么是员工的离职
6.2 员工离职的类型
6.3 提前退休的管理
6.4 裁员管理
6.5 新职介绍

第四部分 员工的开发
第7章 绩效评估与管理
7.1 什么是绩效评估
7.2 界定绩效维度
7.3 绩效管理

第8章 员工培训
8.1 培训的关键问题
8.2 培训和发展
8.3 培训中的挑战
8.4 培训流程的管理
8.5 特殊的问题:上岗引导和社会化

第9章 职业生涯发展
9.1 什么是职业生涯发展
9.2 职业生涯发展的挑战
9.3 应对有效职业生涯发展的挑战
9.4 自我开发

第五部分
第10章 薪酬管理
10.1 什么是薪酬
10.2 薪酬体系的设计
10.3 职位薪酬还是个体薪酬
10.4 薪酬工具
10.5 法律环境和薪酬体系的管理

第11章 绩效薪酬
11.1 绩效薪酬面临的挑战
11.2 迎接绩效薪酬系统的挑战
11.3 绩效薪酬计划类型
11.4 为公司高管和销售人员设计绩效薪酬计划

第12章 员工福利规划和管理
12.1 福利概论
12.2 福利战略
12.3 法定福利
12.4 自愿福利
12.5 福利管理

第六部分
第13章 发展雇佣关系
13.1 管理者和雇佣关系专家的角色
13.2 促进员工沟通
13.3 鼓励有效沟通
13.4 员工表彰计划

第14章 重视员工权利和纪律管理
14.1 员工权利
14.2 管理者的权利
14.3 员工权利挑战:法令的平衡
14.4 对员工的纪律约束
14.5 纪律管理
14.6 管理问题员工
14.7 用人力资源管理避免纪律惩罚

第15章 工会组织
15.1 员工为什么要加入工会
15.2 劳资关系与法律环境
15.3 美国的劳资关系
15.4 其他国家的劳资关系
15.5 劳资关系战略
15.6 劳资关系的管理过程
15.7 工会对人力资源管理的影响

第16章 员工安全与健康管理
16.1 工作场所安全和相关法律
16.2 管理当代安全、健康和行为问题
16.3 安全和健康政策

第17章 国际人力资源管理面临的挑战
17.1 国际化的各个阶段
17.2 确定东道国与外派人员的组合
17.3 外派工作的挑战
17.4 通过人力资源管理政策和实践有效管理外派任务
17.5 在全球环境下发展人力资源管理政策
17.6 人力资源管理与出口型企业
关键术语
Book Abstract

10.5 法律环境和薪酬体系的管理
法律体系对于薪酬体系的设计和管理具有极大的影响力。管理薪酬标准和程序的有关法律主要包括《公平劳动标准法》以及《国内税收法》。除此之外,各州还有各自的规定。劳工法也可能约束管理层对于制定薪酬水平的判断。
10.5.1 《公平劳动标准法》
1938年的《公平劳动标准法》是规范薪酬的法律,美国大多数的薪酬结构都受此影响。根据《公平劳动标准法》,雇主必须对全体员工的工作时数和收入保持正确的记录,并将这些信息提交给美国劳工部的工资与工时司。大多数企业都必须遵守《公平劳动标准法》,不过只有一名员工或年营业收入不到50万美元的企业则不受这个限制。
《公平劳动标准法》将员工分为两类。豁免员工(exempt employees)是指不受《公平劳动标准法》影响的员工。大多数的专业人士、管理人员、执行主管以及外部的业务工作都属于这种。非豁免员工(nonex emptemployees)则是受《公平劳动标准法》影响的员工。劳工部提供了如何判断属于可豁免还是不可豁免员工的原则。管理者为了避免非豁免员工的相关成本(主要是最低薪酬和加班费),通常会尽量把工作归类为可豁免。不过,如果把非豁免的工作归类为可豁免,雇主就面临严重的处罚。
最低薪酬
目前《公平劳动标准法》设定的最低薪酬为每小时5.15美元。最低薪酬的立法备受争议。支持者认为这有助于提升贫穷社区的生活标准。反对者则认为这会导致企业不愿雇用或是留住员工,使得低技能劳工失业和贫穷问题更加严重。反对者还指出,最低薪酬促使美国企业在低薪酬国家(例如墨西哥和菲律宾)开设海外工厂,因此导致国内失业问题恶化。这方面的争议至今尚未结束,可能是因为最低薪酬水平远低于美国大多数企业愿意支付的水平。不过,越来越多的地方政府通过“生活薪酬”(有一定生活水平的薪酬)的相关立法,调高了最低薪酬水平,远高于联邦政府规定的5.15美元最低小时薪酬。例如2003年,加州圣克鲁兹市要求最低薪酬为每小时12.55美元。
加班费
《公平劳动标准法》规定,当非豁免员工每周工时超过40个小时后,每小时工资应该为标准工资的1.5倍。这项规定的目的在于鼓励雇主聘用员工,因为这样一来,雇主通过现有员工增加产量,成本反而会比较高。不过事实上,许多公司为了规避聘用新员工的相关成本(招募、培训、福利等),宁可支付加班费。
在50年以来对加班工资的最大幅度修订中,劳工部要求,从2005年开始,企业必须保证工人加班的工资达到最高一年23600美元,比1975年最高限额8660美元有所提高。这项变革覆盖了手工操作的工人、其他蓝领工人,以及周薪在455美元及以下的经理们。雇主可以不付给那些可以赚到超过23660美元的白领工人加班工资,如果他们从事“专业的、管理的和行政的”工作或者是“团队领导者”,无论他们是否有下属。这些改变引起了大量工人对企业的抱怨。
……

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Jingdong book