Managing Human Resources - 15th edition

George W. Bohlander
George Bohlander is Professor Emeritus of Management at Arizona State University, where he taught human resources and labor relations classes. He received six outstanding teaching awards, including the Outstanding Undergraduate Teaching Excellence Award presented by the College of Business, and the ASU Parents Association Teaching Award given annually by the university. Dr. Bohlander has published more than 50 articles and monographs in professional and practitioner journals, such as National Productivity Review, HR Magazine, Employee Relations Law Journal, The Journal of Collective Bargaining in the Public Sector, and Labor Law Journal. He is also a consultant to public and private organizations and an active labor arbitrator. He received his M.B.A. from the University of Southern California and his Ph.D. from the University of California at Los Angeles.

Scott A. Snell
Scott A. Snell is the E. Thayer Bigelow Professor of Business Administration at Darden School of Business, where he teaches courses in Leadership and Strategic Management. Prior to joining the Darden faculty in 2007, Scott was professor and director of executive education at Cornell University's Center for Advanced Human Resource Studies, and a professor of management in the Smeal College of Business at Pennsylvania State University. Scott's research focuses on strategic human resource management. He was recently listed among the top 150 most-cited scholars in the field of management. He has worked with a number of Fortune 500 companies in the United States and Europe to align investments in talent and strategic capability. Scott is co-author of four books: Managing Human Resources, Management: Leading and Collaborating in a Competitive World, M: Management and Managing People and Knowledge in Professional Service Firms. Scott has served on the boards of: the Society for Human Resource Management Foundation, the Academy of Management's Human Resource Division, the Human Resource Management Journal, the Academy of Management Journal, and the Academy of Management Review.

Part I: HUMAN RESOURCES MANAGEMENT IN PERSPECTIVE.
1. The Challenge of Human Resources Management.
2. Strategy and Human Resource Planning.
Part II. HUMAN RESOURCES REQUIREMENTS.
3. Equal Employment Opportunity and Diversity.
4. Job Analysis, Employee Involvement, and Flexible Work Schedules.
Part III. MANAGING TALENT.
5. Expanding the Talent Pool: Recruitment and Careers.
6. Employee Selection.
7. Training and Development.
8. Appraising and Improving Performance.
Part IV: COMPENSATION AND BENEFITS.
9. Implementing Compensation.
10. Pay-for-Performance: Incentive Rewards.
11. Employee Benefits.
Part V: CREATING POSITIVE WORK ENVIRONMENTS.
12. Safety and Health.
13. Employee Rights and Discipline.
14. The Dynamics of Labor Relations.
Part VI: HUMAN RESOURCES MANAGEMENT HORIZONS.
15. International Human Resources Management.
16. Pulling It All Together: High-Performance Work Systems.
CASES.
GLOSSARY.