Author Profile

David S. Duncan is a leading global expert in organizational behavior and workplace dynamics. He has completed Ph.D. in Industrial-Organizational Psychology from Stanford University. Over 20 years teaching undergraduate and executive HR courses he is the consulting adviser to companies on workforce transformation. His focus areas are--AI integration in HR, remote work culture, and equitable compensation. Author of over 50 peer-reviewed articles in top management journals. Regular presenter at the Society for Human Resource Management (SHRM) annual conferences. Duncan believes that effective human resource management is the bridge between corporate strategy and human dignity. He writes with a student-first approach, breaking down complex legal frameworks and psychological theories into actionable workplace strategies. He lives in Chicago with her family and enjoys mentoring first-generation business students. After spending the early part of his career mediating complex labor disputes and managing global talent acquisition in bustling corporate hubs, Duncan transitioned into academia.

About The Book

Managing human resources is a critical component of any company's overall mission to provide value to customers, shareholders, employees, and the community in which it does business. Value includes profits as well as employee growth and satisfaction, creation of new jobs, contributions to community programs, protection of the environment, and innovative use of new technologies. Artificial intelligence and other technologies have become commonplace in the work environment, replacing some humans and changing the scope of various jobs. As a result, organizations are upskilling and reskilling their workers not only to expand business opportunities but also to motivate employees to hone their skill sets and take ownership of their career trajectories. The increasing use of people analytics by HR professionals helps fine-tune corporate decision making when it comes to optimal staffing levels and the flexibility afforded by hiring contingent workers to assist with periods of intense productivity. In successful organizations, performance management is no longer the dreaded annual review session between manager and employee. Ongoing discussions and feedback are crucial to identifying areas for improvement and offering critical guidance for a satisfying career path. Students taking an HRM class are very likely to be taking it as an elective class or a first class toward an HRM major. Both of these groups need a strong foundation book that provides the essential elements of HRM as well as a clear understanding of how HRM links with business strategy. It is becoming increasingly important for employees on every level of the organization to understand HRM elements such as recruitment, training, motivation, retention, safety, and the legal environment. These fundamentals will not create experts in HRM, yet for those who wish to become experts, this book will provide that strong foundation upon which additional coursework in HRM can be built. Fundamentals of Human Resource Management is specifically designed to provide a concise, highly engaging, an practical introduction to the field.

Table of Contents

Preface
1. INDIVIDUAL DIFFERENCES
Self-Awareness
How Should Self-Aware People Be Described?
Communication
Emotional Intelligence

2. GROUPS
Reasons For Membership of Groups and the Expectations From Group Members
The Task
The Group
Leadership and Groups
The Environment
Leadership

3. ORGANIZATIONS
Studies of Organizational Structure

4. FROM PERSONNEL MANAGEMENT TO HUMAN RESOURCE MANAGEMENT
Introduction
The Early History of Personnel Management, Up To 1914
The First World War 1914–1918
Early Personnel Departments, 1920–1939
The Second World War 1939–1945
Cold War 1945–1968
National Economic Policy, Legislation and Personnel Techniques 1968–1979
1997 Onwards
Summary

5. HUMAN RESOURCE STRATEGY
Introduction
Human Resources and Business Strategies
Pressure For Change
Overall Strategic Approaches
Auditing Your HR Strategy

6. HUMAN RESOURCE PLANNING
Introduction
A System of Human Resource Planning
The Assessment of Future Requirements (Demand)
Assessment of Current Resources and Availability of Resources in the Future (Supply)
Labour Turnover
The Planning Stage

7. JOB ANALYSIS: DEFINING EFFECTIVE PERFORMANCE
Introduction
The Competence Approach
Job Description
Person Specification
The Seven-Point Plan
Job Analysis in Practice
Job Analysis
8. RECRUITMENT
Introduction
Determining the Vacancies
Sourcing Strategy
Recruitment Policy
Preparing and Publishing Information
Processing and Assessing Applications
Notifying Applicants
Administration of the Recruitment Process

9. 9. SELECTING EMPLOYEES
Introduction
Methods of Employee Selection
The Selection Interview

10. INDUCTION
Introduction
The Organization’s Responsibilities For Induction
The Induction Programme
Social Adaptation

11. ASSESSING PERFORMANCE POTENTIAL
Introduction
Performance Appraisal
The Requirements of An Effective System
The Assessment of Potential
Assessing Rewards
Case Study: Standard Life

12. TRAINING AND DEVELOPMENT
Definition: the Foundation For Effective Practice
Cost-Effective Training: A Systems Approach
Identifying Training Needs
The Learning Organization
Learning Theory
The Design and Provision of Needs Related Training
Training Designers and Providers
Training Methods and Locations
Assessing the Cost Effectiveness of Training
The Central Direction of Training
Training Policy
Case Study: British Aerospace’s Best Programme

13. JOB EVALUATION
Common Features of Job Evaluation Techniques
What Do We Mean By the Word ‘Job’?
Different Kinds of Job Evaluation Schemes
The Introduction of Job Evaluation Schemes
Payment Systems Arising From Job Evaluation

14. PAY AND BENEFITS
Reward Policy
Wage Structures
Salary Structures
Creating Scales From Job Evaluation Results
Value/Cost Analysis
Salary Administration
Wage/Salary Reviews
Cost-Of-Living Increases
Fixed Incremental Scales
Market Pressures
Overtime Payments
Salary Planning
Wage/Salary Surveys
International Comparisons of Salaries
Pay-Related Benefits
Total Benefit Packages/Flexible Benefits
Top Executives’ Pay and Remuneration Committee

15. CONDITIONS OF SERVICE
Introduction
Flexible Working
Hours of Work
Stress
Pension Schemes
Outplacement
Personnel Records and Statistics
Organizational Information
Individual Information
Conclusion

16. THE HISTORY AND DEVELOPMENT OF TRADE UNIONS
The Early History of Trade Unionism Up To 1914
Industrial Relations in the 1980s
From Industrial Relations To Employee Relations

17. COLLECTIVE BARGAINING
Trade Unions and Employers
Employers’ Associations and Management
The Internal Bargaining Process
Different Approaches To Bargaining
Productivity Bargaining
Industrial Relations Policy
Conclusion
Bibliography
Index