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Human Resource Management: An Experiential Approach (2nd Edition) Paperback – Aug 11 2000

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Paperback, Aug 11 2000
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Product Details

  • Paperback: 501 pages
  • Publisher: Prentice Hall; 2 edition (Aug. 11 2000)
  • Language: English
  • ISBN-10: 0130177881
  • ISBN-13: 978-0130177889
  • Product Dimensions: 21 x 2.9 x 27.3 cm
  • Shipping Weight: 1.1 Kg
  • Average Customer Review: Be the first to review this item
  • Amazon Bestsellers Rank: #3,702,401 in Books (See Top 100 in Books)
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Product Description

From the Inside Flap


In the past, managers aimed for success in a relatively stable and predictable world. Today, however, in the hyperturbulent environment of the twenty-first century, managers confront accelerating change. They are facing constant innovation in computer and information technology and a chaotic world of changing markets and consumer lifestyles. Today's organization must be able to transform and renew to meet these changing forces.

This is a book about human resource management (also known as HRM). HRM is a management discipline aimed at improving organizational effectiveness by utilizing a firm's human resources. It is also about managing in a changing world. We have tried to make this the most "user-friendly" text available. Human Resource Management: An Experiential Approach offers a practical and realistic approach to the study of human resource management. Through the applications of a new procedure—the Success System Model—each of the functions is described from the standpoint of its relationship to the overall program of human resource management. This book is written primarily for students who are learning about human resource management for the first time. The text relates the student to the real world through the use of numerous illustrations and company examples, showing how human resource management is being applied in today's organizations.

HRM is an emerging behavioral science discipline that provides a set of methodologies for systematically bringing about high-performing organizations. The goals of HRM are to make an organization more effective and to enhance the opportunity for the individual to develop their potential. It is our view that these HRM goals can be accomplished best by using the experiential approach to learning.

This text differs from most HRM texts by providing both conceptual and experiential approaches to the study of HRM. A revolution is underway in how individuals use education to improve their performance. Our approach is to focus on the development of interpersonal skills. Students are provided with a conceptual framework necessary to understand the relevant issues in HRM. In addition, individuals will be actively participating in individual and team exercises that require the application of chapter content to specific organizational situations. This approach is aimed at developing those critical interpersonal skills needed to manage in a changing world.

This text is the first to directly relate student learning experiences in HRM with those skills judged by experts to be essential for potential HR managers. As noted in chapter 1, recent studies have been critical of recent business graduates for deficiencies in a number of areas, including communication skills, problem solving, decision-making ability, and leadership potential. This is the first approach to provide coverage of HRM topics while also developing student skills in a "learn-by-doing" context.


The basic objective is to provide the student and practicing manager with an integrated and comprehensive view of the field of HRM. We hope to present, in a clear and organized manner, the newest approaches, concepts, and techniques of this discipline. We have attempted to include most of the current state-of-the-art HRM techniques of this discipline. The stages of the Success System Model are presented so as to provide a step-by-step description of the various techniques and problems involved in organization HRM efforts.

Our second objective is to present HRM from an experiential learning approach; that is, the student not only reads the concepts but also practices and experiments by doing and using these techniques in a simulated organizational situation.

There is much evidence to support the success of this approach. Our own experience and student evaluations support this. Students report an enhanced level of learning, greater course satisfaction, and rate the overall course learning higher than in more traditional courses.

The HRM concepts, techniques, and skills that make up this book were selected because of their usefulness to practitioners. To achieve this goal, we have integrated materials from a diverse set of approaches. Our strategy has been to try and integrate these various approaches to provide a comprehensive view of HRM.

Every successful HRM program is the result of a concerted group effort, and each failure is a failure for all organization members. Therefore, people—as agents of change, not forces or structures—determine whether the HR manager will manage change effectively. Because the HR practitioners' effectiveness results not only from the concepts learned but also from their managerial style and the way they influence others, our emphasis in this book is on the experiential approach to learning.

As students progress in the book, the simulations will allow them to continually utilize growing knowledge and experience, thereby building a foundation of management skills to carry forward into their managerial career. By analyzing successes and failures, students begin to develop the ability to learn from experience and to develop insights into organizational functioning that would normally take years to acquire.


This HRM text is designed to present the complex and fascinating world of managing people in a easy-to-grasp, user-friendly way. In addition to its comprehensive, innovative coverage, the text provides an HR practitioner a managerial approach to the field. It provides a rich depth of practical examples and applications, showing the major problems that managers face in their efforts to change organizations to meet a changing environment.

Each chapter presents an HRM skill application, a major example describing actual company situations, practical examples, a case, and a behavioral problem-solving simulation. Finally, this HRM text makes learning this discipline easy and enjoyable. Its writing style and level are well suited to the beginning HRM student.

The text sets forth incidents that reveal the drama of today's HR manager, such as how Apple Computer's culture focuses not just on products, but also on the hopes and dreams of its members; Walt Disney's legendary emphasis on making the customer happy; and Johnson & Johnson's attempt to change to an entrepreneurial culture.

The manager of the future will probably be acting as a people manager and will be involved in initiating, designing, or implementing organization-change programs: The material in the text will provide the manager with new methodologies and techniques for implementing FIRM programs, as well as an opportunity for personal growth and development. The book is designed so that each one may assess their own behavior and begin setting some personal development goals. Also, opportunities are created for feedback on the effectiveness of one's behavioral style, which encourages greater effectiveness.

The text is designed so that the instructor may incorporate new methodologies into the learning situation, including simulations and cases. All of the experiential skill exercises in this text were designed to focus on critical personal skills in the HRM field.

The text is organized to present an overview of HRM concepts and theories and provides behavioral skill simulations for each major stage of an HRM program. This book may be used as an independent study guide for those wanting to learn more about organization change or as a comprehensive set of materials on how to initiate HR programs for the practicing HRM or operating manager.


This HRM text gives the student a comprehensive, innovative, and practical introduction to the field. Its style and extensive use of applications and exercises make the book straightforward, easy to read, and enjoyable.

The text contains 19 chapters to fit a one semester course and has been thoroughly edited to improve readability. Illustrations and figures add to the book's visual appeal. All tables, facts, figures, references, and dozens of current examples are provided within the text materials. Chapter objectives and a list of key terms are supplied for each chapter to enhance learning.

Human Resource Management: An Experiential Approach, Second Edition offers coverage on several important topics: organization renewal, changing the corporate culture, self-managed work teams, organization compensation, managing diversity, total quality management, and empowerment.

The text has many significant features that we have included to promote the readability and understanding of important human resource management concepts.

  1. The Success System Model presents a visual, graphic display of the major stages relating all human resource management topics. We believe that the model (in each section) will serve as an excellent teaching device.
  2. The approach is dynamic rather than static. Time is considered as a significant variable in changing organizations.
  3. Case studies involving human resource management are provided at the end of each chapter to provide for discussion of the major topics.
  4. HRM in Action examples are included in many chapters. These examples allow the student to become involved in situations that are occurring in the business world.
  5. A comprehensive exercise called HRM Skills Simulation is provided for each chapter. These exercises provide for extensive class participation.

This book was designed to provide a variety of learning methods. The skill exercises are fun and involving, cases often make the concepts more understandable, and text readings provide a set of concepts to be applied and challenged. The book can be used as the primary text or as a supplemental text for college courses at the junior or senior level. We have successfully used the material with undergraduate students, as well as with students from many fields, including communications, public administration, engineering, administration, and health care. The material has also been used for management training and executive development programs in a variety of fields with bankers, engineers, nurses, teachers, public administrators, military officers, production managers, and marketing managers, and at a variety of levels from first-line supervision to top management teams.


Corporate culture, goal setting, organizational compensation, empowerment, and self-managed work teams are the subject of chapters. These chapters represent recent theory, research, and applications in literature.

Each case emphasizes a particular HRM issue or managerial technique. They cover a variety of different types and sizes of organizations and include problems at all levels of management.

The HRM in Action segments have been enthusiastically received by students and instructors. They report actual applications of concepts and theories presented in the chapter and appear at the exact point in the text where the concept or theory is being discussed. Many chapters in this second edition contain an HRM in Action application. Through the identification of actual organizational applications of text materials, the gap between the classroom and the real world can hopefully be narrowed.

We have also added an international emphasis by including Our Changing World of HRM sections to present the application HRM concepts in a global context.

In addition, we have included a number of self-report questionnaires for the reader to complete. These questionnaires allow students a close look at personal style, attitudes, and behavior patterns.


Many learning aids are provided within this book to help students learn about HRM. The main ones are:

  • Chapter objectives. Each chapter presents objectives that prepare the student for the chapter material and point out learning goals.
  • Figures and illustrations. Throughout each chapter, key concepts and applications are illustrated with strong, visual materials.
  • FIRM applications/highlights. Current examples of HRM practices and important information are highlighted in boxed exhibits throughout the text.
  • HRM international applications /highlights. Current examples of FIRM topics focusing upon global changes.
  • Summaries. Each chapter ends with a summary that wraps up the main points and concepts.
  • Review questions. Each chapter has a set of review questions covering the main chapter points.
  • Key terms. Key terms are highlighted within each chapter, and a list of key terms is provided at the end of each chapter.
  • HRM skills (exercises). These self-learning experiential exercises include both individual and team learning. The exercises take theories and principles covered in the text and bring them to life in team activities. This hands-on team interaction serves to generate feedback, lively discussion, the testing of personal ideas, and sharing of information.
  • Case studies. Cases for class discussion, written assignment, or self study are provided throughout the text. The cases challenge students to apply HRM principles to real companies in real situations.
  • Index. A subject index helps students quickly find information and examples in the book.

We are grateful to the many people who contributed to this edition. Special thanks go to Professor John Hulpke, University of Technology, Hong Kong, for Our Changing World sections, and to Dean Ron Eaves, California State University-Bakersfield, School of Business and Public Administration, for their support. Many students and managers have been involved in the development of the simulations and cases.

Special thanks go to Johanna Alexander of the California State University-Bakersfield, Walter E. Stiern Library for her splendid research efforts. It was a delight to work with one so knowledgeable and enthusiastic to help.

We would like to thank our typist, Carolyn Gomez, for her skill and dedication in meeting publication deadlines. Her accuracy and attention to detail is appreciated.

Our sincere appreciation is also extended to Natalie Anderson, Melissa Steffens, and Samantha Steel of Prentice Hall for their support and assistance.

The authors would like to thank the following reviewers

Carol Carnevale, Ithaca College
Wallace Duvall, Wayland Baptist University
Mark Wesolowski, Miami University
Roger Weikle, Winthrop University
Robert Figler, University of Akron
Vishwanath Baba, Concordia University
Philip Quaglieri, University of Massachusetts
Dennis Dosset, University of Missouri-St. Louis
Craig Tunwall, Ithaca College
Ann Cowden, California State University-Sacramento
David A. Gray, The University of Texas-Arlington
Tom Anastasi, Boston University
James C. Wimbush, Indiana University
Satish P Deshpande, Western Michigan University

Don Harvey would like to thank his sons Scott and Dave who have contributed in more ways than he can enumerate—not just in allowing the time for writing but in a form of involvement that can never be fully appreciated or repaid.

From the Back Cover

Unique in approach, this book provides an interactive, learn-by-doing experience for developing HRM skills--readers are provided with a conceptual framework necessary to understand the relevant issues in HRM, and then develop behavioral skills in each area of HRM by actively participating in individual and team exercises which require the application of chapter content to specific organizational situations. Exceptionally straightforward and real-world throughout, it shows readers the relevance of topics from the very beginning through the extensive use of real-world illustrations and company examples showing how human resource management is being applied in today's organizations. It not only familiarizes readers with new methodologies and techniques for implementing HRM programs, but provides them with opportunities for personal growth and development as well. Walks readers systematically through a model "Success System" that shows them how to attract a high performing workforce, develop a high performing workforce, motivate a high performing workforce, maintain a high performing workforce, change a high performing workforce, and look toward the future. Ideal as an independent study guide for those wanting to learn more about organization change, or a comprehensive set of materials on how to initiate HR programs for the practicing HRM or operating manager. For management training and executive development in a variety of fields and at a variety of levels (from first-line supervision to top management teams)--e.g., bankers, engineers, nurses, teachers, public administrators, military officers, production managers, and marketing managers.

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