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Human Resource Management, Global Edition

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Efnisyfirlit

  • Brief Contents
  • Contents
  • Preface
  • Acknowledgments
  • PART ONE INTRODUCTION
    • 1 Introduction to Human Resource Management
      • WHAT IS HUMAN RESOURCE MANAGEMENT?
        • Why Is Human Resource Management Important to All Managers?
        • Line and Staff Aspects of Human Resource Management
        • Line Managers’ Human Resource Management Responsibilities
        • The Human Resource Department
      • THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT
        • Workforce Demographics and Diversity Trends
        • Trends in Jobs People Do
        • HR AND THE GIG ECONOMY: ON-DEMAND WORKERS
        • IMPROVING PERFORMANCE: HR as a Profit Center: Boosting Customer Service
        • Globalization Trends
        • Economic Trends
        • Technology Trends
      • IMPORTANT COMPONENTS OF TODAY’S NEW HUMAN RESOURCE MANAGEMENT
        • A Brief History of Personnel/Human Resource Management
        • Distributed HR and the New Human Resource Management
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Digital and Social Media Tools and the New Human Resour
        • A Quick Overview
        • Strategic Human Resource Management
        • IMPROVING PERFORMANCE: The Strategic Context: Building L.L.Bean
        • Performance and Human Resource Management
        • Sustainability and Human Resource Management
        • Employee Engagement and Human Resource Management
        • Ethics and Human Resource Management
      • THE NEW HUMAN RESOURCE MANAGER
        • HR Manager Certification
        • HR and the Manager’s Human Resource Philosophy
      • THE PLAN OF THIS BOOK
        • The Basic Themes and Features
        • Practical Tools for Every Manager
        • Chapter Contents Overview
        • The Topics Are Interrelated
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: A HEALTHY WORKPLACE?
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • KEY TERMS
      • ENDNOTES
    • 2 Equal Opportunity and the Law
      • EQUAL OPPORTUNITY LAWS ENACTED FROM 1964 TO 1991
        • Title VII of the 1964 Civil Rights Act
        • HR AND THE GIG ECONOMY: Discrimination in the Gig Economy?
        • Executive Orders
        • Equal Pay Act of 1963
        • Age Discrimination in Employment Act of 1967
        • Vocational Rehabilitation Act of 1973
        • Pregnancy Discrimination Act of 1978
        • Federal Agency Guidelines
        • Early Court Decisions Regarding Equal Employment Opportunity
      • THE LAWS ENACTED FROM 1991 TO THE PRESENT
        • The Civil Rights Act of 1991
        • The Americans with Disabilities Act
        • Uniformed Services Employment and Reemployment Rights Act
        • Genetic Information Nondiscrimination Act of 2008 (GINA)
        • State and Local Equal Employment Opportunity Laws
        • Religious Discrimination
        • Trends in Discrimination Law
        • Sexual Harassment
        • IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses: How to Address Sexual Harass
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
      • DEFENSES AGAINST DISCRIMINATION ALLEGATIONS
        • The Central Role of Adverse Impact
        • Bona Fide Occupational Qualification
        • Business Necessity
        • KNOW YOUR EMPLOYMENT LAW: Examples of What You Can and Cannot Do
      • THE EEOC ENFORCEMENT PROCESS
        • Voluntary Mediation
        • Mandatory Arbitration of Discrimination Claims
        • IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses
      • DIVERSITY MANAGEMENT
        • Potential Threats to Diversity
        • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER
        • Managing Diversity
        • Implementing the Affirmative Action Program
        • Reverse Discrimination
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: SEEKING GENDER EQUITY AT STARBUCKS
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • KEY TERMS
      • ENDNOTES
    • 3 Human Resource Management Strategy and Performance
      • THE STRATEGIC MANAGEMENT PROCESS
        • The Management Planning Process
        • What Is Strategic Planning?
        • The Strategic Management Process
      • TYPES OF STRATEGIES
        • Corporate Strategy
        • Competitive Strategy
        • Functional Strategy
        • Managers’ Roles in Strategic Planning
      • STRATEGIC HUMAN RESOURCE MANAGEMENT
        • What Is Strategic Human Resource Management?
        • IMPROVING PERFORMANCE: The Strategic Context: The Shanghai Ritz-Carlton Portman Hotel
        • IMPROVING PERFORMANCE: HR as a Profit Center: The Zappos “Wow” Way
        • Sustainability and Strategic Human Resource Management
        • Strategic Human Resource Management Tools
      • HR METRICS, BENCHMARKING, AND DATA ANALYTICS
        • Benchmarking
        • Strategy-Based Metrics
        • What Are HR Audits?
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
        • TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT
      • HIGH-PERFORMANCE WORK SYSTEMS
      • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS: EMPLOYEE ENGAGEMENT AND PERFORMANCE
        • The Employee Engagement Problem
        • What Can Managers Do to Improve Employee Engagement?
        • How to Measure Employee Engagement
        • How Kia Motors (UK) Improved Performance with an HR Strategy Aimed at Boosting Employee Engagement
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: A FAILURE OF STRATEGY AT BORDERS UK
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
  • PART TWO RECRUITMENT, PLACEMENT, AND TALENT MANAGEMENT
    • 4 Job Analysis and the Talent -Management Process
      • TALENT MANAGEMENT PROCESS
        • Talent Management Software
      • THE BASICS OF JOB ANALYSIS
        • What Is Job Analysis?
        • Uses of Job Analysis Information
        • Conducting a Job Analysis
        • IMPROVING PEFORMANCE: HR as a Profit Center: Boosting Productivity Through Work Redesign
      • METHODS FOR COLLECTING JOB ANALYSIS INFORMATION
        • The Interview
        • Questionnaires
        • Observation
        • Participant Diary/Logs
        • Quantitative Job Analysis Techniques
        • Online Job Analysis Methods
      • WRITING JOB DESCRIPTIONS
        • Diversity Counts
        • Job Identification
        • Job Summary
        • Relationships
        • Responsibilities and Duties
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
        • KNOW YOUR EMPLOYMENT LAW: Writing Job Descriptions That Comply with the Ada
        • Standards of Performance and Working Conditions
        • IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses
      • WRITING JOB SPECIFICATIONS
        • Specifications for Trained versus Untrained Personnel
        • Specifications Based on Judgment
        • HR AND THE GIG ECONOMY: Do Gig Workers Need Job Specifications?
        • Job Specifications Based on Statistical Analysis
        • The Job-Requirements Matrix
        • Employee Engagement Guide for Managers
      • USING COMPETENCIES MODELS
        • IMPROVING PERFORMANCE: The Strategic Context: Daimler Alabama
        • How to Write Competencies Statements
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: THE CHILLY BURGER JOINT
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
    • 5 Personnel Planning and Recruiting
      • INTRODUCTION
      • WORKFORCE PLANNING AND FORECASTING
        • Strategy and Workforce Planning
        • IMPROVING PERFORMANCE: The Strategic Context: Deloitte
        • Forecasting Personnel Needs (Labor Demand)
        • Forecasting the Supply of Inside Candidates
        • Forecasting the Supply of Outside Candidates
        • Predictive Workforce Monitoring
        • Matching Projected Labor Supply and Demand with a Plan
        • Succession Planning
      • WHY EFFECTIVE RECRUITING IS IMPORTANT
        • Improving Recruitment Effectiveness: Recruiters, Sources, and Branding
        • The Recruiting Yield Pyramid
        • KNOW YOUR EMPLOYMENT LAW: Recruiting Employees
      • Internal Sources of Candidates
        • Finding Internal Candidates
      • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
        • Promotion from Within
      • OUTSIDE SOURCES OF CANDIDATES
        • Informal Recruiting and the Hidden Job Market
        • Recruiting via the Internet
        • Using Recruitment Software and Artificial Intelligence
        • TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: LinkedIn and Beyond
        • Advertising
        • Employment Agencies
        • Recruitment Process Outsourcers
        • On-Demand Recruiting Services
        • HR AND THE GIG ECONOMY: Temporary Workers and Alternative Staffing
        • KNOW YOUR EMPLOYMENT LAW: Contract Employees
        • Offshoring and Outsourcing Jobs
        • Executive Recruiters
        • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Recruiting 101
        • Referrals and Walk-Ins
        • College Recruiting
        • Military Personnel
        • IMPROVING PERFORMANCE: HR as a Profit Center: Cutting Recruitment Costs
      • RECRUITING A MORE DIVERSE WORKFORCE
        • Recruiting Women
        • Recruiting Single Parents
        • Older Workers
        • Diversity Counts: Older Workers
        • Recruiting Minorities
        • The Disabled
      • DEVELOPING AND USING APPLICATION FORMS
        • Purpose of Application Forms
        • Application Guidelines
        • KNOW YOUR EMPLOYMENT LAW: Application Forms and Eeo Law
        • Using Application Forms to Predict Job Performance
        • Mandatory Arbitration
        • Building Your Management Skills: The Human Side of Recruiting
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: TECHTONIC GROUP
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
    • 6 Employee Testing and Selection
      • WHY EMPLOYEE SELECTION IS IMPORTANT
      • THE BASICS OF TESTING AND SELECTING EMPLOYEES
        • Reliability
        • Validity
        • Evidence-Based HR: How to Validate a Test
        • Bias
        • Utility Analysis
        • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Using Tests to Cut Costs and Boost Profits
        • Validity Generalization
        • KNOW YOUR EMPLOYMENT LAW: Testing and Equal Employment Opportunity
        • Test Takers’ Individual Rights and Test Security
        • Diversity Counts: Gender Issues in Testing
        • How Do Employers Use Tests at Work?
      • TYPES OF TESTS
        • Tests of Cognitive Abilities
        • Tests of Motor and Physical Abilities
        • Measuring Personality and Interests
        • IMPROVING PERFORMANCE: HR Practices Around the Globe: Testing for Assignments Abroad
        • Achievement Tests
        • Improving Performance Through HRIS: Computerization and Online Testing
        • TRENDS SHAPING HR: USING ANALYTICS, MACHINE LEARNING, AND ARTIFICIAL INTELLIGENCE IN EMPLOYEE SELECT
      • WORK SAMPLES AND SIMULATIONS
        • Using Work Sampling for Employee Selection
        • Situational Judgment Tests
        • HR AND THE GIG ECONOMY: Freelance Workers
        • Management Assessment Centers
        • Situational Testing and Video-Based Situational Testing
        • The Miniature Job Training and Evaluation Approach
        • Realistic Job Previews
        • IMPROVING PERFORMANCE: The Strategic Context: Internships at Flipkart
        • Choosing a Selection Method
        • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Employee Testing and Selecti
      • BACKGROUND INVESTIGATIONS AND OTHER SELECTION METHODS
        • Why Perform Background Investigations and Reference Checks?
        • KNOW YOUR EMPLOYMENT LAW: Giving References
        • TRENDS SHAPING HR: Digital and Social Media
        • Using Preemployment Information Services
        • Steps for Making the Background Check More Valuable
        • The Polygraph and Honesty Testing
        • Physical Exams
        • Substance Abuse Screening
        • Drug Testing Legal Issues
        • Complying with Immigration Law
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: THE INSIDER
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
    • 7 Interviewing Candidates
      • BASIC TYPES OF INTERVIEWS
        • Structured versus Unstructured Interviews
        • Interview Content (What Types of Questions to Ask)
        • How Should We Conduct the Interview?
        • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Online Interviews at UEFA
      • AVOIDING ERRORS THAT CAN UNDERMINE AN INTERVIEW’S USEFULNESS
        • First Impressions (Snap Judgments)
        • Not Clarifying What the Job Requires
        • Candidate-Order (Contrast) Error and Pressure to Hire
        • Nonverbal Behavior and Impression Management
        • Effect of Personal Characteristics: Attractiveness, Gender, Race
        • Diversity Counts: Applicant Disability and the Employment Interview
        • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Selection Practices Abroad
        • Interviewer Behavior
      • HOW TO DESIGN AND CONDUCT AN EFFECTIVE INTERVIEW
        • Designing a Structured Situational Interview
        • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: In Summary: How to Conduct a
        • Competency Profiles and Employee Interviews
      • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
        • Building Engagement: A Total Selection Program
        • The Toyota Way
        • TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT
      • DEVELOPING AND EXTENDING THE JOB OFFER
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: THE OUT-OF-CONTROL INTERVIEW
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
      • APPENDIX 1 FOR CHAPTER 7 Structured Interview Guide
      • APPENDIX 2 FOR CHAPTER 7 Interview Guide for Interviewees
  • PART THREE TRAINING AND DEVELOPMENT
    • 8 Training and Developing Employees
      • ORIENTING AND ONBOARDING NEW EMPLOYEES
        • The Purposes of Employee Orientation/Onboarding
        • The Orientation Process
      • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS: ONBOARDING AT TOYOTA
      • OVERVIEW OF THE TRAINING PROCESS
        • KNOW YOUR EMPLOYMENT LAW: Training and the Law
        • Aligning Strategy and Training
        • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Supporting At&T’s Strategy for a Digital Future
        • The ADDIE Five-Step Training Process
        • Analyzing the Training Needs
        • Designing the Training Program
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
        • Developing the Program
      • IMPLEMENTING THE TRAINING PROGRAM
        • On-the-Job Training
        • Apprenticeship Training
        • Informal Learning
        • Job Instruction Training
        • Lectures
        • Programmed Learning
        • Behavior Modeling
        • Audiovisual-Based Training
        • Vestibule Training
        • Electronic Performance Support Systems (EPSS)
        • Videoconferencing
        • Computer-Based Training
        • Online/Internet-Based Training
        • Diversity Counts: Online Accessibility
        • HR AND THE GIG ECONOMY: ON-DEMAND MICRO LEARNING AT UBER
        • Lifelong and Literacy Training Techniques
        • Team Training
        • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Creating Your Own Training P
      • IMPLEMENTING MANAGEMENT DEVELOPMENT PROGRAMS
        • Strategy’s Role in Management Development
        • Candidate Assessment and the 9-Box Grid
        • Managerial On-the-Job Training and Rotation
        • IMPROVING PERFORMANCE: HR Practices Around the Globe: Global Job Rotation
        • Off-the-Job Management Training and Development Techniques
        • Leadership Development at Cigna
        • TRENDS SHAPING HR: CUSTOMIZED TALENT MANAGEMENT-DIFFERENTIAL DEVELOPMENT ASSIGNMENTS
        • Characteristics of Effective Leadership Development Programs
      • MANAGING ORGANIZATIONAL CHANGE PROGRAMS
        • Lewin’s Change Process
        • Using Organizational Development
      • EVALUATING THE TRAINING EFFORT
        • Designing the Study
        • Training Effects to Measure
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: REINVENTING THE WHEEL AT APEX DOOR COMPANY
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
    • 9 Performance Management and Appraisal
      • BASICS OF PERFORMANCE APPRAISAL
        • The Performance Appraisal Process
        • Why Appraise Performance?
        • Defining the Employee’s Goals and Performance Standards
        • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Setting Performance Goals at Ball Corporation
        • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: How to Set Effective Goals
        • Who Should Do the Appraising?
      • TRADITIONAL TOOLS FOR APPRAISING PERFORMANCE
        • Graphic Rating Scale Method
        • Alternation Ranking Method
        • Paired Comparison Method
        • Forced Distribution Method
        • Critical Incident Method
        • Narrative Forms
        • Behaviorally Anchored Rating Scales
        • Management by Objectives
        • Appraisal in Practice: Using Forms, Installed Software, or Cloud-Based Systems
        • Electronic Performance Monitoring
        • Conversation Days
        • Using Multiple Methods
        • TRENDS SHAPING HR: CUSTOMIZED TALENT MANAGEMENT
        • HR AND THE GIG ECONOMY: RATING UBER DRIVERS
      • DEALING WITH RATER ERROR APPRAISAL PROBLEMS
        • Potential Rating Problems
        • Diversity Counts: The Problem of Bias
        • The Need for Fairness
        • KNOW YOUR EMPLOYMENT LAW: Appraising Performance
      • MANAGING THE APPRAISAL INTERVIEW
        • How to Conduct the Appraisal Interview
        • How to Handle a Defensive Subordinate
        • How to Criticize a Subordinate
        • How to Handle a Written Warning
      • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
        • Use the Appraisal Interview to Build Engagement
      • PERFORMANCE MANAGEMENT
        • Total Quality Management and Performance Appraisal
        • What Is Performance Management?
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
        • Performance Management in Action
        • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Deloitte’s New Performance Management Process
        • The Manager’s Role in Performance Management
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: “RANK AND YANK” AT LUXCAR
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
    • 10 Managing Careers and Retention
      • CAREER MANAGEMENT
        • Careers Today
        • The Psychological Contract
        • The Employee’s Role in Career Management
        • HR AND THE GIG ECONOMY: THE PORTFOLIO CAREER
        • The Employer’s Role in Career Management
        • Employer Career Management Methods
        • Improving Performance: Through HRIS: Integrating Talent Management and Career and Succession Plannin
        • Diversity Counts: Toward Career Success
        • The Manager as Mentor and Coach
      • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
        • Career Management
        • Commitment-Oriented Career Development Efforts
        • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Career Development at Medtronic
      • MANAGING EMPLOYEE TURNOVER AND RETENTION
        • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Turnover and Performance
        • Managing Voluntary Turnover
        • A Comprehensive Approach to Retaining Employees
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
        • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Fresh Thyme Farmers Market
        • Job Withdrawal
      • EMPLOYEE LIFE-CYCLE CAREER MANAGEMENT
        • Making Promotion Decisions
        • KNOW YOUR EMPLOYMENT LAW: Establish Clear Guidelines for Managing Promotions
        • Diversity Counts: The Gender Gap
        • Managing Transfers
        • Managing Retirements
      • MANAGING DISMISSALS
        • Grounds for Dismissal
        • KNOW YOUR EMPLOYMENT LAW: Termination at Will
        • Avoiding Wrongful Discharge Suits
        • Supervisor Liability
        • Security Measures
        • The Termination Interview and Exit Process
        • Layoffs and the Plant Closing Law
        • Adjusting to Downsizings and Mergers
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: RETAINING WORKERS PERFORMING “THE MOST BORING JOBS IN THE WORLD”
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
      • APPENDIX FOR CHAPTER 10 MANAGING YOUR CAREER AND FINDING A JOB
  • PART FOUR COMPENSATION
    • 11 Establishing Strategic Pay Plans
      • BASIC FACTORS IN DETERMINING PAY RATES
        • Aligning Total Rewards with Strategy
        • Equity and Its Impact on Pay Rates
        • Legal Considerations in Compensation
        • KNOW YOUR EMPLOYMENT LAW: The Workday
        • KNOW YOUR EMPLOYMENT LAW: The Independent Contractor
        • HR AND THE GIG ECONOMY: ARE GIG WORKERS EMPLOYEES OR INDEPENDENT CONTRACTORS?
        • Union Influences on Compensation Decisions
        • Pay Policies
        • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Wegmans Food Markets
        • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Compensating Expatriate Employees
      • JOB EVALUATION METHODS
        • Compensable Factors
        • Preparing for the Job Evaluation
        • Job Evaluation Methods: Ranking
        • Job Evaluation Methods: Job Classification
        • Job Evaluation Methods: Point Method
        • Computerized Job Evaluations
      • HOW TO CREATE A MARKET-COMPETITIVE PAY PLAN
        • 1. Choose Benchmark Jobs
        • 2. Select Compensable Factors
        • 3. Assign Weights to Compensable Factors
        • 4. Convert Percentages to Points for Each Factor
        • 5. Define Each Factor’s Degrees
        • 6. Determine for Each Factor Its Factor Degrees’ Points
        • 7. Review Job Descriptions and Job Specifications
        • 8. Evaluate the Jobs
        • 9. Draw the Current (Internal) Wage Curve
        • 10. Conduct a Market Analysis: Salary Surveys
        • 11. Draw the Market (External) Wage Curve
        • 12. Compare and Adjust Current and Market Wage Rates for Jobs
        • 13. Develop Pay Grades
        • 14. Establish Rate Ranges
        • 15. Address Remaining Jobs
        • 16. Correct Out-of-Line Rates
        • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Developing a Workable Pay Pl
      • PRICING MANAGERIAL AND PROFESSIONAL JOBS
        • What Determines Executive Pay?
        • Compensating Executives
        • Compensating Professional Employees
        • Improving Performance: Through HRIS: Payroll Administration
      • CONTEMPORARY TOPICS IN COMPENSATION
        • Competency-Based Pay
        • Broadbanding
        • Comparable Worth
        • Diversity Counts: The Pay Gap
        • Board Oversight of Executive Pay
      • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
        • Total Rewards Programs
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
        • Total Rewards and Employee Engagement
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: SALARY INEQUITIES AT ASTRAZENECA
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
    • 12 Pay for Performance and Financial Incentives
      • MONEY’S ROLE IN MOTIVATION
        • Incentive Pay Terminology
        • Linking Strategy, Performance, and Incentive Pay
        • Motivation and Incentives
        • KNOW YOUR EMPLOYMENT LAW: Employee Incentives and the Law
      • INDIVIDUAL EMPLOYEE INCENTIVE AND RECOGNITION PROGRAMS
        • Piecework
        • Merit Pay as an Incentive
        • Incentives for Professional Employees
        • Nonfinancial and Recognition-Based Awards
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
        • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES
        • HR AND THE GIG ECONOMY: RECOGNITION, NONFINANCIAL REWARDS, AND GIG WORKERS
        • Job Design
        • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT
      • INCENTIVES FOR SALESPEOPLE
        • Salary Plan
        • Commission Plan
        • Combination Plan
        • Maximizing Sales Results
        • Sales Incentives in Action
      • INCENTIVES FOR MANAGERS AND EXECUTIVES
        • Strategy and the Executive’s Long-Term and Total Rewards Package
        • Short-Term Incentives and the Annual Bonus
        • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE
        • Some Other Executive Incentives
      • TEAM AND ORGANIZATION-WIDE INCENTIVE PLANS
        • How to Design Team Incentives
        • Evidence-Based HR: Inequities That Undercut Team Incentives
        • Profit-Sharing Plans
        • Scanlon Plans
        • Other Gainsharing Plans
        • At-Risk Pay Plans
        • Employee Stock Ownership Plans
        • Incentive Plans in Practice: Nucor
      • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
        • Incentives and Engagement
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: THE HUBSPOT.COM SALES INCENTIVE PLAN
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
    • 13 Benefits and Services
      • INTRODUCTION: THE BENEFITS PICTURE TODAY
        • Policy Issues
      • PAY FOR TIME NOT WORKED
        • Unemployment Insurance
        • Vacations and Holidays
        • KNOW YOUR EMPLOYMENT LAW: Some Legal Aspects of Vacations and Holidays
        • Sick Leave
        • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Controlling Sick Leave
        • KNOW YOUR EMPLOYMENT LAW: Leaves and the Family and Medical Leave Act and Other Laws
        • Severance Pay
        • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Severance Pay in France
        • Supplemental Unemployment Benefits
      • INSURANCE BENEFITS
        • Workers’ Compensation
        • Hospitalization, Health, and Disability Insurance
        • KNOW YOUR EMPLOYMENT LAW: Patient Protection and Affordable Care Act of 2010 and Other Laws
        • Trends in Employer Health-Care Cost Control
        • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: The Doctor Is on the Phone
        • Long-Term Care
        • Life Insurance
        • Benefits for Part-Time and Contingent Workers
        • HR AND THE GIG ECONOMY: GIG WORKER BENEFITS
      • RETIREMENT BENEFITS
        • Social Security
        • Pension Plans
        • KNOW YOUR EMPLOYMENT LAW: Pension Planning and the Law
        • Pensions and Early Retirement
        • Improving Performance: Through HRIS: Online Benefits Management Systems
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
      • PERSONAL SERVICES AND FAMILY-FRIENDLY BENEFITS
        • Personal Services
        • Family-Friendly Benefits
        • Other Personal Services Benefits
        • Diversity Counts: Domestic Partner Benefits
        • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT
        • Executive Perquisites
      • FLEXIBLE BENEFITS PROGRAMS
        • The Cafeteria Approach
        • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Benefits and Employee Leasin
        • Flexible Work Schedules
      • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
        • Costco’s Compensation Plan
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: BLAME IT ON THE INCENTIVE PLAN
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
  • PART FIVE ENRICHMENT TOPICS IN HUMAN RESOURCE MANAGEMENT
    • 14 Building Positive Employee Relations
      • WHAT IS EMPLOYEE RELATIONS?
      • EMPLOYEE RELATIONS PROGRAMS FOR BUILDING AND MAINTAINING POSITIVE EMPLOYEE RELATIONS
        • Ensuring Fair Treatment
        • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: A New HR Strategy at the Foxconn Plant in Shenzhen, Ch
        • Bullying and Victimization
        • Improving Employee Relations through Communications Programs
        • Develop Employee Recognition/Relations Programs
        • Use Employee Involvement Programs
        • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: The Cost-Effective Suggestion System
        • HR AND THE GIG ECONOMY: EMPLOYEE RELATIONS AND GIG WORKERS
      • THE ETHICAL ORGANIZATION
        • Ethics and Employee Rights
        • What Shapes Ethical Behavior at Work?
        • How Any Manager Can Create an Ethical Environment
        • How Human Resource Managers Can Create More Ethical Environments
        • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Small Business Ethics
        • KNOW YOUR EMPLOYMENT LAW: Electronic Monitoring
      • MANAGING EMPLOYEE DISCIPLINE
        • The Three Pillars of Fair Discipline
        • Diversity Counts: Comparing Males and Females in a Discipline Situation
        • How to Discipline an Employee
        • Discipline without Punishment
      • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
        • How Companies Become “Best Companies to Work For”
        • The “Best Companies to Work For”
        • SAS: Great Benefits, Trust, and Work–Life Balance
        • Google: Happiness and People Analytics
        • FedEx: Guaranteed Fair Treatment
        • A “Best Company” Human Resource Philosophy?
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: ENRON, ETHICS, AND ORGANIZATIONAL CULTURE
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ETHICS QUIZ ANSWERS
      • ENDNOTES
    • 15 Labor Relations and Collective Bargaining
      • THE LABOR MOVEMENT
        • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Walmart’s New HR Strategy
        • Why Do Workers Organize?
        • HR AND THE GIG ECONOMY: WILL UBER DRIVERS ORGANIZE?
        • Employee Engagement and Unionization
        • What Do Unions Want?
        • The AFL–CIO and the SEIU
      • UNIONS AND THE LAW
        • Period of Strong Encouragement: The Norris–LaGuardia (1932) and National Labor Relations (or Wagne
        • Period of Modified Encouragement Coupled with Regulation: The Taft–Hartley Act (1947)
        • Unfair Union Labor Practices
      • THE UNION DRIVE AND ELECTION
        • Step 1. Initial Contact
        • Step 2. Obtaining Authorization Cards
        • Step 3. Hold a Hearing
        • Step 4. The Campaign
        • Step 5. The Election
        • How to Lose an NLRB Election
        • Evidence-Based HR: What to Expect the Union to Do to Win the Election
        • The Supervisor’s Role
        • KNOW YOUR EMPLOYMENT LAW: Rules Regarding Literature and Solicitation
        • Decertification Elections: Ousting the Union
        • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: France Comes to the Workers’ Aid
      • THE COLLECTIVE BARGAINING PROCESS
        • What Is Collective Bargaining?
        • What Is Good Faith?
        • The Negotiating Team
        • Costing the Contract
        • Bargaining Items
        • Building Negotiating Skills
        • Bargaining Guidelines
        • Impasses, Mediation, and Strikes
        • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Strike Guidelines
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Unions Go Digital
        • The Contract Agreement
      • DEALING WITH DISPUTES AND GRIEVANCES
        • Sources of Grievances
        • The Grievance Procedure
        • Guidelines for Handling Grievances
        • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: How to Handle a Grievance Si
      • THE UNION MOVEMENT TODAY AND TOMORROW
        • What Are Unions Doing About It?
        • Cooperative Labor–Management Relations
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: LABOR RELATIONS AT RYANAIR
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
    • 16 Safety, Health, and Risk Management
      • INTRODUCTION: SAFETY AND THE MANAGER
        • Why Safety Is Important
        • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Improving Safety Boosts Profits
        • Top Management’s Role in Safety
        • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Deepwater Horizon
        • The Supervisor’s Role in Accident Prevention
      • MANAGER’S BRIEFING ON OCCUPATIONAL SAFETY LAW
        • OSHA Standards and Record Keeping
        • Inspections and Citations
        • Responsibilities and Rights of Employers and Employees
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Sitedocs Digital Workplace Safety
      • WHAT CAUSES ACCIDENTS?
        • What Causes Unsafe Conditions?
        • What Causes Unsafe Acts?
      • HOW TO PREVENT ACCIDENTS
        • Reducing Unsafe Conditions
        • TRENDS SHAPING HR: ROBOTS
        • TRENDS SHAPING HR: LOCATION BEACONS
        • Diversity Counts: Protecting Vulnerable Workers
        • Reducing Unsafe Acts
        • Reducing Unsafe Acts through Screening
        • Reducing Unsafe Acts through Training
        • Reducing Unsafe Acts through Posters, Incentives, and Positive Reinforcement
        • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Using Positive Reinforcement
        • Reducing Unsafe Acts by Fostering a Culture of Safety
        • Reducing Unsafe Acts by Creating a Supportive Environment
        • Reducing Unsafe Acts by Establishing a Safety Policy
        • Reducing Unsafe Acts by Setting Specific Loss Control Goals
        • Reducing Unsafe Acts through Behavior-Based Safety and Safety Awareness Programs
        • Reducing Unsafe Acts through Employee Participation
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Conducting Safety and Health Audits and Inspections
      • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
        • Milliken & Company—World-Class Safety through Employee Engagement
        • Involvement-Based Employee Engagement
      • WORKPLACE HEALTH HAZARDS: PROBLEMS AND REMEDIES
        • Chemicals and Industrial Hygiene
        • KNOW YOUR EMPLOYMENT LAW: Hazard Communication
        • HR AND THE GIG ECONOMY: TEMP EMPLOYEE SAFETY
        • Asbestos Exposure at Work and Air Quality
        • Alcoholism and Substance Abuse
        • Stress, Burnout, and Depression
        • Solving Computer-Related Ergonomic Problems
        • Repetitive Motion Disorders
        • Sitting
        • Infectious Diseases
        • Workplace Smoking
      • OCCUPATIONAL SECURITY AND RISK MANAGEMENT
        • Enterprise Risk Management
        • Preventing and Dealing with Violence at Work
        • Securing the Facility
        • Terrorism
        • Cybersecurity
        • Business Continuity and Emergency Plans
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Twitter Notifications
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: IT’S ALL ABOUT THE DESK CHAIR
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
    • 17 Managing Global Human Resources
      • THE MANAGER’S GLOBAL CHALLENGE
        • What Is International Human Resource Management?
      • ADAPTING HUMAN RESOURCE ACTIVITIES TO INTERCOUNTRY DIFFERENCES
        • Cultural Factors
        • Legal Factors
        • Economic Systems
        • HR Abroad Example: The European Union
        • HR Abroad Example: China
      • STAFFING THE GLOBAL ORGANIZATION
        • International Staffing: Home or Local?
        • Internationalization Stage, Values, and Staffing Policy
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Job Boards Abroad
        • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Reducing Expatriate Costs
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Using Global Virtual Teams
        • Selecting International Managers
        • Diversity Counts: Sending Women Managers Abroad
        • Avoiding Early Expatriate Returns
        • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Some Practical Solutions to
      • TRAINING AND MAINTAINING EMPLOYEES ABROAD
        • Orienting and Training Employees on International Assignment
        • Ethics and Codes of Conduct
        • Performance Appraisal of International Managers
        • Compensating Managers Abroad
        • Union Relations Abroad
        • Safety Abroad
        • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Business Travel
        • Repatriation: Problems and Solutions
      • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
        • Engagement around the Globe
      • MANAGING HR LOCALLY: HOW TO PUT INTO PRACTICE A GLOBAL HR SYSTEM
        • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Hyundai Capital
        • Developing a More Effective Global HR System
        • Making the Global HR System More Acceptable
        • Implementing the Global HR System
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: SELLING SAND IN THE DESERT
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • KEY TERMS
      • ENDNOTES
    • 18 Managing Human Resources in Small and Entrepreneurial Firms
      • THE SMALL BUSINESS CHALLENGE
        • How Small Business Human Resource Management Is Different
        • Diversity Counts: Necessity and the Entrepreneur
        • Why HRM Is Important to Small Businesses
      • USING INTERNET, GOVERNMENT, AND OTHER TOOLS TO SUPPORT THE HR EFFORT
        • Government Tools for Complying with Employment Laws
        • Online Employment Planning and Recruiting Tools
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
        • Small Business Employee Selection Tools
        • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Everlane
        • Small Business Training Tools
        • Employment Appraisal and Compensation Online Tools
        • Employment Safety and Health Tools
      • LEVERAGING SMALL SIZE WITH FAMILIARITY, FLEXIBILITY, -FAIRNESS, AND INFORMALITY
        • Simple, Informal Employee Selection Procedures
        • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: A Streamlined Interviewing P
        • Flexibility in Training
        • Flexibility in Benefits and Rewards
        • Fairness and the Family Business
      • USING PROFESSIONAL EMPLOYER ORGANIZATIONS
        • How Do PEOs Work?
        • Why Use a PEO?
        • What Is the Alternative?
      • MANAGING HR SYSTEMS, PROCEDURES, AND PAPERWORK
        • Introduction
        • Basic Components of Manual HR Systems
        • Automating Individual HR Tasks
        • Human Resource Information Systems (HRIS)
        • Improved Transaction Processing
        • Online Self-Processing
        • Improved Reporting Capability
        • HR System Integration
        • HRIS Vendors
        • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: HR on the Cloud
      • CHAPTER SECTION SUMMARIES
      • DISCUSSION QUESTIONS
      • INDIVIDUAL AND GROUP ACTIVITIES
      • EXPERIENTIAL EXERCISE
      • APPLICATION CASE: NETFLIX BREAKS THE RULES
      • CONTINUING CASE: CARTER CLEANING COMPANY
      • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
      • ENDNOTES
  • APPENDICES
    • Appendix A HRCI’s PHR® and SPHR® Certification Body of Knowledge
    • Appendix B About the Society for Human Resource Management (SHRM) Body of Competency & Knowledge® M
    • Appendix C Comprehensive Cases
  • Glossary
  • Name/Organization Index
  • Subject Index

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Human Resource Management, Global Edition

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