Human Resources for the Non-HR Manager appeals to anyone interested in management issues. The book explains why human resource issues are increasing the responsibilities of front-line managers rather than the HR department. Chapters present the basics of HR including 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: *Manager's Checkpoints--a series of questions that help the reader apply the material to his or her own organizational context; *Boxes that describe real-life examples of how companies respond to HR challenges; *For Further Reading--references to articles published in outlets that bridge the academic-practitioner divide; *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.

Introducing managers to human resource concepts, this book walks you through the hiring process, from performing a skills inventory to conducting the interview; discusses orientation; and covers some issues that arise after the hiring. --

Herding cats? As a manager, if you feel this way at times, don't worry! You are in good company -and, with this book, you are in good hands! Especially since the number one reason that people leave a company is because of their manager, namely, YOU! There are a number of responsibilities you have as the manager, some of which you are painfully aware of. And, then there is the "don't know what you don't know" aspect of things-and this is where we can help! When you peruse the Table of Contents of this book, you may see topics and think, "I got this!" But, do you? It's best to look through the chapter to confirm you've not overlooked something important. We guess you could say this book is "like a box of chocolates, because you never know what you're gonna get" (Forrest Gump). There will certainly be nuggets of truth and helpful tips to identify challenges you currently have (or will someday soon)! Rethinking is the first step to retooling. Even if you are doing everything right, and with excellence, you will still be challenged to look in the mirror to see if there is anything just under the surface, you know... just waiting to erupt! You may wonder how we know this. No, we're not psychics- but we are HR.com! And, we know a thing or two about the stuff that your Human Resources (HR) department wishes you knew or wishes you were doing. How, you ask? Well, we interact with over 1.75 million HR leaders every year. We hope that the knowledge you glean from the upcoming chapters will enhance your partnership with HR and avoid headaches in complying with national, regional, and local labor laws. Managing a team requires the right collection of tools. You must learn to wield these tools to inspire your team (whether they are remote or face-to-face).

Armstrong's Essential Human Resource Management Practice provides a complete overview of the practices and processes fundamental to managing people. The text provides a thorough introduction to the core areas of HR including: people resourcing, performance management, learning and development and rewarding people. It also examines the contribution of HR to organizational aims and objectives and how it is integrated within the business. The book is accompanied by online resources for both lecturers and students and adopts an increased focus on employee engagement, a concept which is becoming increasingly prominent in people management, but which is often presented as a mantra without being properly understood; this is examined in detail with reference to recent research. Michael Armstrong's original Handbook of Human Resource Management is the classic text for all those studying HR or who are entering the profession for the first time. In this new title Michael Armstrong provides a condensed text which has been rewritten with the non-HR student or professional in mind, describing and evaluating key HRM concepts such as: HRM itself; strategic HRM; the resource-based view; the choice between best practice and best fit; human capital measurement; motivation theory; emotional intelligence; the flexible firm; the learning organization; and financial rewards. Online supporting resources for this book include lecture slides, an instructor's manual, case examples and a literature review.

Human Resources for the Non-HR Manager appeals to anyone interested in management issues. The book explains why human resource issues are increasing the responsibilities of front-line managers rather than the HR department. Chapters present the basics of HR including 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: *Manager's Checkpoints--a series of questions that help the reader apply the material to his or her own organizational context; *Boxes that describe real-life examples of how companies respond to HR challenges; *For Further Reading--references to articles published in outlets that bridge the academic-practitioner divide; *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.

Protect yourself and your small business! The book explains in simple, clear language what business owners and managers need to know about their relationship with their employees in order to comply with the law and protect themselves and their business from being sued. The new edition of this book includes everything from recruiting and hiring to discipline and termination and everything in between. Updated legal information has been added on the new minimum wage law that employers must be aware of, the right to privacy for employees, especially in terms of their email, Internet usage, and phone calls, and what employers need to do to comply with disability laws and FMLA. The appendices in this book include required postings in the workplace, legal holidays, online resources for employers and human resource professionals, a sample employee handbook outline, an employer tax calendar, and a complete glossary of terms.

ÔThis volume addresses on several important topics that influence HRM in the nonprofit sector. By providing rich context and linking research to practice, it creates a foundation for those interested in advancing the art and science of human resources in voluntary organizations.Õ Ð Gary R. Kirk, Virginia Tech, US This impressive book assembles the latest research findings and thinking on the management of voluntary/nonprofit sector organizations and the effective utilization of both paid staff and volunteers. The authors expertly look into the challenges faced by this sector and the growing role that it plays in society. They review HRM in the voluntary sector and discuss the challenges of bringing about best practices, as well as suggesting how to improve leadership of voluntary/nonprofit organizations. Non-profit organizations serve several useful purposes in society and exist in every country in the world. Like organizations in other sectors, non-profit organizations now have to do more with less. This book indicates the ways in which human resource management policies and practices can improve the effectiveness of non-profit organizations. The authors consider the roles played by non-profit organizations IN effective leadership and its development, developing the non-profit brand, enhancing learning and skills development of both paid staff and volunteers and encouraging and supporting bring about organizational change. They also examine how university-based education programs are developing talent in the non-profit sector. This timely book will prove invaluable to academics and doctoral students interested in all aspects of management within the non-profit/voluntary sector. Government professionals working in this sector will also find this compendium insightful.