Applied Human Resource Management: Strategic Issues and Experiential Exercises


Kenneth M. York

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  • Front Matter
  • Back Matter
  • Subject Index
  • Dedication

    To Josée an inspiration at every turn


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    Human Resource Certification Institute Body of Knowledge


    Human Resources Management is only important for organizations that have people in them.

    The organization of this book is designed to give instructors flexibility in how they teach their students human resource management concepts. Within each chapter, there are 10 different topics in 4 different types of exercises. Instructors can choose the topics and exercises that best meet their objectives for what and how they want their students to learn. Each exercise is followed by a list of resources, which go beyond the material presented in the exercise, for further exploration of the topic.

    Strategic Issues in Human Resource Management describe issues that organizations must deal with to effectively manage their human resources. Each strategic issue includes a set of related questions for students to answer. These questions might be used as the basis of a class discussion, homework assignments, topics for group presentations, or as essay test questions.

    Applications are brief projects in which some HRM concept is applied to a practical HRM situation. Each application gives students an opportunity to apply what they have learned in a realistic situation. These exercises could be given as homework assignments; instructor illustrations and demonstrations; or done in class by students, individually or in teams.

    Experiential Exercises are more extensive hands-on interactive learning experiences in which students learn by doing. The experiential exercises provide a realistic context for learning about HRM. These exercises are designed to be in-class exercises.

    Creative Exercises are open-ended projects with specific deliverables, but with multiple possible solutions. The creative exercises are designed to go beyond the typical experiential exercise; they are “weak situations” in which each student or team may develop a different solution to the problem, and students learn both from their solution to the problem and the different solutions of others.

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    About the Author

    Kenneth M. York received his PhD in industrial and organizational psychology from Bowling Green State University, and is a professor of management in the School of Business Administration, Oakland University, in Rochester, Michigan. His research interests are in applied research problems in human resources management and the creation of experiential learning exercises for the development of management skills. He teaches courses in organizational behavior, human resources management, and motivation, and has consulted in equal employment opportunity cases. Recent research projects have examined enterprise systems training, satisfaction with union representation, group decision making, alternate scoring methods for an in-basket exercise, evaluation of a client- and consultant-based management education program, an exploratory study of the Team Characteristics Model, competitive intelligence processes in the health care industry, and the impact of Total Quality Management methods on the financial success of a firm. His research has been published in Journal of Operations Management, International Journal of Business Information Systems, Journal of Collective Negotiations, Public Personnel Management, Organizational Behavior and Human Decision Processes, Journal of the Academy of Business Education, Journal of Education for Business, Journal of Management Education, Small Group Research, and Academy of Management Journal.

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