• Summary
  • Contents
  • Subject index

Applied Human Resource Management: Strategic Issues and Experiential Exercises gives business students in-depth, hands-on experiential learning applications to help them develop the skills they will need as human resource professionals who deal with people in diverse settings and situations. Providing maximum teaching flexibility, each chapter presents ten different issues that organizations must resolve to manage their human resources effectively. These chapters also offer four distinct types of interactive learning experiences: Strategic Issues in HRM Exercises, Applications, Experiential Exercises, and Creative Exercises.

Key Features

Offers four Strategic Issues in HRM exercises in each chapter that can be used for class discussions, assigned as homework problems, used as topics for group presentations, or incorporated into tests as essay questions; Includes two Applications per chapter, brief projects that require students to apply a human resource management concept to a realistic situation, which are ideal for use as homework assignments, instructor illustrations/demonstrations, or in-class projects; Provides two Experiential Exercises in each chapter to provide students with hands-on learning experiences within a realistic context; Includes two open-ended Creative Exercises per chapter that ask students or teams to develop unique solutions to realistic problems using what they have learned; Provides a list of each chapter's exercises grouped according to The Human Resource Certification Institute's Body of Knowledge in Human Resources Management categories to help instructors plan the exercises they want to use according to the HRM Body of Knowledge

Intended Audience

This book is an ideal core or supplemental text for graduate-level courses in Human Resource Management, Advanced Human Resource Management, and Personnel Management in departments of business, management, public administration, education, and psychology.

Selection
Selection
Strategic Objective

The purpose of selection is to fill available job openings with qualified applicants and avoid discriminating on the basis of race, color, religion, sex, national origin, age, or disability. A pool of qualified applicants is created by using job analysis information to specify the knowledge, skills, and abilities required to do the job, and applicants not meeting the minimum qualifications are screened out. Tests may also be used to determine whether applicants meet reasonable expectations of proficiency in the workforce. For a selection test to be useful, applicants who score higher on the test should show better performance on the job than applicants who score lower on the test (i.e., there should be a statistically significant correlation between test scores and job performance).

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