Human Resource Management

Talya Bauer (PhD, Purdue University) works at the School of Business at Portland State University and serves as the area director for the Human Resource Management program. She is an award-winning teacher and was awarded the Innovation in Teaching Award from the HR Division of the Academy of Management. She teaches HR analytics, introduction to HRM, training and development, and negotiations courses and was recognized by the Society for Industrial and Organizational Psychology (SIOP) with the Distinguished Teacher Award. She conducts research about relationships at work. More specifically, she works in research areas across the employee life cycle including recruitment and selection, new employee onboarding, and coworker and leader relationships which have resulted in dozens of research grants, journal publications, and book chapters. She has acted as a consultant for dozens of government, Fortune 1,000, and start-up organizations. She has been quoted and her work has been covered in The New York Times, Harvard Business Review, Wall Street Journal, Fortune, The Washington Post, Business Week, Talent Management, USA Today, as well as appearing on NPR’s All Things Considered. She has been a Visiting Professor in France, Spain, and at Google, Inc. Talya is involved in professional organizations and conferences at the national level such as serving on the Human Resource Management Executive Committee of the Academy of Management and as SIOP president. She has received several SHRM research grants and wrote a SHRM Professional Practices “Onboarding” paper. She is the former Editor of Journal of Management and is on the editorial boards for the Journal of Applied Psychology, Personnel Psychology, and Industrial and Organizational Psychology: Perspectives on Science and Practices. She has co-authored multiple textbooks including Organizational Behavior, Principles of Management, and Psychology and Work: Introduction to Industrial and Organizational Psychology. She is a Fellow of SIOP, APA, IAAP, and APS. Berrin Erdogan (PhD, University of Illinois, Chicago) joined Portland State University in 2002. She teaches courses on human resources management, performance management, global human resources management, and organizational behavior at undergraduate and graduate levels. Prior to academia, she worked as a corporate trainer at a large bank in Istanbul, Turkey. Berrin’s research focuses on two themes. First, she examines how leaders lead through the relationships they build with their employees and the implications of manager–employee relationships for employee effectiveness, retention, and well-being. Second, she is interested in understanding person–job fit and misfit, with a focus on why and how employees find themselves overqualified for their jobs and the consequences of being overqualified. She conducted studies and shared results with organizations in manufacturing, retail, health care, education, information technology, construction, and banking, among others, in the U.S., UK, China, Turkey, Vietnam, France, and India. To date, she has published over 60 journal articles and book chapters, coauthored the textbooks Organizational Behavior and Principles of Management, Psychology and Work, and coedited the Oxford Handbook of Leader–Member Exchange, published by Oxford University Press. In 2013, she was elected a SIOP fellow for unique and unusual contributions to the field of industrial-organizational psychology. She served as an associate editor for the European Journal of Work and Organizational Psychology and Personnel Psychology. Berrin is a frequent speaker at national and international conferences and served as a visiting scholar and gave invited talks in Australia, Canada, Greece, Singapore, Spain, Turkey, the UK, and the U.S. David Caughlin (PhD, Portland State University) is an instructor of management at Portland State University where he conducts research on topics related to supervisor support, employee motivation, and occupational safety and health. His research has been published in peer-reviewed outlets such as the Journal of Occupational Health Psychology, Stress and Health, and Psychology, Public Policy, and the Law. He has worked with a variety of organizations on projects related to employee selection, performance management, and organizational culture. He is also an affiliated faculty member with Portland State University’s Advancement of Interdisciplinary Methodology for Social Science. In the School of Business, David teaches courses in human resource management, reward systems and performance management, human resource information systems, HR analytics, and organizational behavior at the undergraduate and graduate levels. In recognition of his course designs and teaching methods, he was awarded the Teaching Innovation Award by Portland State University’s School of Business. Donald Truxillo (PhD, Louisiana State University) is a Professor at the Kemmy Business School, University of Limerick, Ireland. Previously, he worked in the areas of selection, employee development, and promotions for the City of New Orleans as an industrial psychologist and as a professor in the industrial/organizational psychology program at Portland State University. He studies the methods employers use to hire workers and the experiences of job applicants during recruitment and hiring. In addition, Donald examines issues related to workplace safety and health as well as age differences at work. He served as associate editor for the Journal of Management and is currently an associate editor at Work, Aging and Retirement. He is a member of nine editorial boards including Journal of Applied Psychology, Personnel Psychology, and Human Resource Management Review. He is the author of over 100 peer-reviewed journal articles and book chapters. He is the recipient of SIOP’s 2017 Distinguished Teaching Contributions Award and a coauthor of the textbook, Psychology and Work: Introduction to Industrial and Organizational Psychology. His research has been supported by the SHRM Foundation, the National Institute of Occupational Safety and Health (NIOSH), and the National Science Foundation (NSF), most recently to study privacy and security issues associated with online hiring. He has taught courses in human resource management, training and development, research methods, and industrial psychology. He has received three Fulbright grants to study abroad and has visited at universities in Italy, Portugal, Spain, Switzerland, Ireland, and Germany. Since 2010 he has been a member of the Doctoral Training Committee, Department of Psychological Science and Education, University of Trento, Italy. He is a fellow of SIOP, APA, APS, and IAAP.

1. Introduction to Human Resource Management
Opening Case: HRM in Context: The Case of Chobani’s Evolving HR Culture
What is Human Resource Management?
Why HRM Matters
The Changing Context of HRM
HRM as a Profession
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
2. Strategic HRM, Data-Driven Decision Making, and HR Analytics
Opening Case: Strategic HRM in Context: The Case of Strategy and HR Analytics at Chevron
What is a Strategy?
Strategic HRM: Linking Strategy with HRM
From Then to Now: The Origins of Strategic HRM
Strategic HRM, Data-driven Decision Making, and HR Analytics
HR Analytics and the Scientific Process
Ensuring HR Analytics Success
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
3. Data Management and Human Resource Information Systems
Opening Case: Shifting to a Data-Driven Organization with HRIS: The Case of Nissan
Managing Data
Opportunities for Data Management and HRIS
Challenges for Data Management and HRIS
Developing a Human Resource Information System
Implementing a Human Resource Information System
Getting Technical: Core Information System Concepts
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
4. Diversity, Inclusion, and the Equal Employment Opportunity Laws
Opening Case: Diversity Challenges in the Tech Industry: The Case of Pinterest
Challenges and Benefits of Managing Diversity Effectively
Understanding the Legal Environment of Diversity
Diversity and Inclusion in the Age of People Analytics
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
5. The Analysis and Design of Work in Organizations
Opening Case: The Development of SHRM’s Competency Model for HR Practice
The Analysis of Work and Its Critical Role in HR Practice
Collecting Job Analysis Data
Specific Job Analysis Methods and Approaches
Designing Jobs to Enhance Motivation, Attitudes, Wellbeing, and Performance
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
6. Workforce Planning and Recruitment
Opening Case: Creating a College Recruitment Pipeline: The Case of PWC
Understanding the Labor Landscape: The Workforce Planning and Forecasting
The Recruiting Process
Stages of Recruitment
Spotlight on Data and Analytics: Internal Recruiting at Credit Suisse
Recruiting for Diversity
A Broader View of Workforce Planning and Recruitment
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
7. Selection Processes and Procedures
Opening Case: Finding the Best Fit: The Case of Selection at Google
Setting the Stage for Selection: Job Analysis, Recruitment, and Legal Issues
Data-Driven Criteria for Choosing Selection Procedures: Reliability, Validity, and Utility
Strategically Choosing and Combining Selection Procedures
Selection Procedures
Emerging Issues in Selection
Applicant Reactions to Selection Methods and Procedures
Deployment of Selection Procedures
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
8. Training, Development, and Careers in Organizations
Opening Case: Using Training and Development to Drive Igloo’s Culture of Commitment
Training Needs Assessment
Enhancing Learning
Training Methods
Evaluating the Effectiveness of Training Programs
Career Development and Management
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
9. Performance Management
Opening Case: Transforming Performance Management at Deloitte
What is Performance Management?
Design Features of Performance Management Systems
Conducting Fair Performance Reviews
Improving the Effectiveness of Performance Management
Teaching Managers How to be Good Coaches and Build Trust
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
10. Managing Employee Separations and Retention
Keeping the Seats Occupied: Analytics as a Retention Management Tool in the Trucking Industry
Understanding and Managing Employee Separations
Voluntary Turnover
Managing Employee Retention
Involuntary Turnover: Dismissals
Involuntary Turnover: Layoffs
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
11. Developing a Pay Structure
Opening Case: Equal Pay for the US Women’s National Soccer Team
Pay as a Reward
Fairness of Rewards
Developing a Pay Structure
Person-Based Pay Structures
Executive Pay
Pay Administration
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
12. Rewarding Performance
Opening Case: Improving Patient Care with Financial Rewards: Geisinger Health System
Pay as a Motivator
Theories of Motivation
Strategy and Pay for Performance
Challenges and Opportunities in Rewarding Performance
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
13. Managing Benefits
Opening Case: Providing Benefits to Gig Workers at Care.com
Benefits as Rewards
Legally Required Benefits
Additional Healthcare Requirements
Voluntary Benefits
Administering and Communicating Benefit Programs
Summary
Key Terms
HR Reasoning and Decision-Making Exercises
14. Employee and Labor Relations
Opening Case: The First B Corp Certified US Grocery Store: The Case of New Seasons Market
Factors Influencing Employee Relations
Organizational Policies and Procedures
The Labor Movement
The Collective Bargaining Process
Negotiation Phase and Collective Bargaining Content
Failure to Reach an Agreement
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
15. Employee Safety, Well-Being, and Wellness
Opening Case: Putting the Brakes on Train Derailments: Promoting Safety on Public Railways
The Role of HRM in Worker Safety and Health
Workplace Safety
Workplace Stress
Employee Wellness Programs
Workplace Interventions: Solutions to Address Specific-Well Being Issues
Total Worker Health: An Integrated Approach to Worker Well-Being
HR Reasoning and Decision-Making Exercises
16. Opportunities and Challenges in International HRM (IHRM)
Opening Case: Talent Management in the Danger Zone: The Case of Mercy Corps
Global Transfer of HR Practices
Important Considerations When Transferring HR Practices across Borders
Managing HR Globally
Management of Expatriates
Alternatives to Long-Term Relocation Assignments
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises