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Cases in Human Resource Management
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Cases in Human Resource Management

First Edition
March 2016 | 104 pages | SAGE Publications, Inc
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Cases in Human Resource Management provides students with insights into common challenges, dilemmas, and issues human resource managers face in the workplace. Using a wide variety of well-known companies and organizations, author David Kimball engages students with original, real-world cases that illustrate HRM topics and functions in action. Each case is designed to encourage students to find new solutions to human resource issues and to stimulate class discussion. Case questions challenge students to think critically, apply concepts, and develop their HRM skills. The contents are organized using the same topical coverage and structure as most HRM textbooks, making Kimball the ideal companion for any introductory HRM course.

 
Foreword by Robert N. Lussier
 
Preface
 
Acknowledgments
 
About the Author
 
Part 1: 21st-Century Human Resource Management Strategic Planning and Legal Issues
 
Chapter 1: The New Human Resource Management Process
Case 1.1 The Changing Role of Human Resources in Organizations: The Curious Case of Zappos

 
Case 1.2 HRM Careers: Five Growing Areas of Human Resources

 
 
Chapter 2: Strategy-Driven Human Resource Management
Case 2.1 The External Environment: When State Government Offers Early Retirement

 
Case 2.2 HR Strategy: Employees Matter at Costco

 
 
Chapter 3: The Legal Environment and Diversity Management
Case 3.1 Major Employment Laws: How Does an Increase in State Minimum Wage Impact an Organization?

 
Case 3.2 Diversity and Inclusion: What’s the Difference?

 
 
Part 2: Staffing
 
Chapter 4: Matching Employees and Jobs: Job Analysis and Design
Case 4.1 HR Forecasting: Visier – Workforce Forecasting

 
Case 4.2 Succession Planning: Developing Leaders at General Electric (GE)

 
 
Chapter 5: Recruiting Job Candidates
Case 5.1 The Recruiting Process: The Growth of E-Recruitment in Recruiting Job Candidates

 
Case 5.2 Internal Versus External Candidates: Which Candidate Is More Valuable?

 
 
Chapter 6: Selecting New Employees
Case 6.1 The Selection Process: Searching for a New Faculty Member . . . What Step in the Selection Process Are We in Today?

 
Case 6.2 Looking for “Organizational Fit”: Walter’s Unstructured Interview at Google

 
 
Part 3: Developing and Managing
 
Chapter 7: Training, Learning, Talent Management, and Development
Case 7.1 The Need for Training and Development: Should You Use Massive Open Online Courses (MOOCs) Such as Coursera and Udacity to Recruit and Retain Talent?

 
Case 7.2 Talent Management and Development: The Talented Harry Saunders's Career Development at the Big Buy Supermarket

 
 
Chapter 8: Performance Management and Appraisal
Case 8.1 Why Do We Conduct Performance Appraisals? Jennee LeBeau and the Case of the Missing Performance Appraisal System

 
Case 8.2 Performance Appraisal Problems: The Trouble With Performance Systems

 
 
Chapter 9: Rights and Employee Management
Case 9.1 Coaching, Counseling, and Discipline: HR’s Role—Document, Document, Document

 
Case 9.2 Trends and Issues in HRM: Mindfulness—A Thoughtful Theory About Leadership

 
 
Chapter 10: Employee and Labor Relations
Case 10.1 Unions and Labor Rights: Can Labor Unions and Management Work Together?

 
Case 10.2 Managing Conflicts: How Can HR Help With Angry Employees?

 
 
Part 4: Compensating
 
Chapter 11: Compensation Management
Case 11.1 Compensation Management: How Does Wage Compression and Pay Secrecy Affect Employee Motivation?

 
Case 11.2 Trends and Issues in HRM: What Motivates Employees at Work? Expectations or Equity?

 
 
Chapter 12: Incentive Pay
Case 12.1 Executive Compensation: New Developments in Executive Compensation

 
Case 12.2 Trends and Issues in HRM: The Giving Praise Model in Action

 
 
Chapter 13: Employee Benefits
Case 13.1 Statutory Benefits: Companies Kicking Your Spouse Off Your Health Care Plans

 
Case 13.2 Trends and Issues in HRM: Managing: New Laws Regarding Sick Leave

 
 
Part 5: Protecting and Expanding Organizational Reach
 
Chapter 14: Workplace Safety, Health, and Security
Case 14.1 Building a Human Resources Information System While Protecting Health Information From Cyber Attacks

 
Case 14.2 Trends and Issues in HRM: Future Trends in Human Resource Management

 
 
Chapter 15: Organizational Ethics, Sustainability, and Social Responsibility
Case 15.1 Corporate Social Responsibility (CSR): Can Human Resources Help Companies Develop a CSR Program?

 
Case 15.2 Equal Opportunity, Diversity, and Multiple Generations at Work Together

 
 
Chapter 16: Global Issues for Human Resource Managers
Case 16.1 Globalization of Business and HRM: Should Your Marketing Director Become an Expatriate?

 
Case 16.2 Global Staffing: Developing, Staffing, and Managing Global Human Resources—Katya and Her Russian Background

 

Supplements

Instructor Resource Site
The instructor-resource site features teaching notes for each case, including summaries, analyses, and sample answers to the case questions in the book.

May adopt as a supplementary Text in the future.

Dr Douglas L. Nay
144000, East Stroudsburg University
July 25, 2016
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Key features

KEY FEATURES

  • Original case studies bring concepts to life through a number of well-known organizations, including Apple, Amazon, Google, LinkedIn, and Zappos.
  • Case questions require students to think critically about HR issues and apply HR concepts to each case.
  • An emphasis on important issues and current trends in HRM brings up key topics in the field such as state and federal minimum wage, succession planning, executive compensation, mindfulness, cyber attacks, CSR, and managing a multigenerational workforce.
  • A chapter on international HRM topics examines important issues like that of helping expatriates succeed.

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