Human Resources for the Non-HR Manager

Human Resources for the Non-HR Manager

Human Resources for the Non-HR Manager

Human Resources for the Non-HR Manager

Synopsis

Human Resources for the Non-HR Manager appeals to anyone interested in management issues. The book explains why human resource issues are increasingly the responsibility of front-line managers, and not the HR department. Chapters present the basics of HR-the fundamentals of hiring, performance appraisal, reward systems, and disciplinary systems-so that any manager, regardless of his or her background or functional area, can approach these parts of the job with confidence. The book also covers the latest developments in equal opportunity law and describes the manager's responsibilities in controlling sexual harassment and managing diverse employees, including older workers and employees with disabilities. Each chapter's material is firmly grounded in the current HR academic literature, but the book's friendly, conversational tone conveys basic principles of good practice without technical jargon. Designed to make the material more accessible and personally relevant, the book includes the following special features: The book has been class tested at Arizona State University, prior to publication. Starting with chapter 2, each chapter includes several Manager's Checkpoints-these are a series of questions that help the reader apply the material to his or her own organizational context. The chapters include Boxes that describe real-life examples of how companies are responding to HR challenges. For the reader who wants more information about a particular HR topic, each chapter contains several suggestions under the heading, For Further Reading-these are references to articles published in outlets that bridge the academic-practitioner divide. Each chapter concludes with a series of Manager's Knots-presented in a question-and-answer format, these describe typical managerial problems, take the reader into some of the gray, ambiguous areas of HR, and suggest ways to apply the chapter material to real-life managerial dilemmas. An Instructor's Manual is available to instructors who adopt the book for classroom use-it contains chapter outlines, supplementary materials, and recommended materials, as well as additional Manager's Knots that might be used for classroom discussion.

Excerpt

We tend to think of the human resource function as being confined to the human resources department and its legions of equal employment opportunity officers, recruiters, and human resource (HR) managers. But, in fact, the day-to-day activities of hiring, motivating, and retaining employees fall heavily on the shoulders of the frontline managers in marketing, finance, and other functional specializations. Managers, unfortunately, are often poorly prepared for these activities. Business education and technical training programs generally give little attention to the interpersonal aspects of management. The business press frequently describes managers who are frustrated trying to hire employees in a tight labor market, who suffer sweaty palms when they need to give an employee a less-than-stellar performance review, and who spend sleepless nights agonizing over layoff decisions.

A basic understanding of the human resource function can be beneficial to all managers, regardless of their particular line function or area of expertise. Competency in the human resource area has perhaps never been more critical. Changes in the (J. S. economy are affecting the daily operation of local and international businesses. Newspapers report on the latest waves of layoffs sweeping through the business world and hint at a shifting balance of power between employees and employers. While yesterday's manager was desperate for workers and offered prospective job applicants a high starting salary and innovative benefits (including daily massages and the opportunity to bring pets to work), tomorrow's manager may have the opportunity to be far more selective in choosing among potential hires.

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