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Strategic Human Resource Management, 6th Edition

Jeffrey A. Mello

  • Copyright 2025
  • {{checkPublicationMessage('Published', '2024-06-05T00:00:00+0000')}}
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Strategic Human Resource Management 6th Edition by Jeffrey A. Mello
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Overview

Mello's STRATEGIC HUMAN RESOURCE MANAGEMENT, 6th EDITION, offers a truly innovative and integrative framework that examines the traditional functional HR areas from a strategic perspective. The first section, Chapters 1-7, examines the context of strategic HR and develops a framework and conceptual model for the practice of strategic HR. The second section, Chapters 8-14, examines the actual practice and implementation of strategic HR through a discussion of strategic issues that need to be addressed while developing specific programs and policies related to the traditional functional areas of HR. Both the integrative framework that requires linkage between and consistency among these functional HR activities and the approach toward writing about these traditional functional areas from a strategic perspective distinguish the text from what is currently on the market.

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Meet the Authors

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Jeffrey A. Mello

Jeffrey A. Mello, Ph.D., is a professor in the Department of Management and Entrepreneurship at the Zarb School of Business at Hofstra University. He previously served as dean of the business schools at Rhode Island College, Siena College and Barry University. He has held additional faculty and administrative positions at The George Washington University, University of California at Berkeley, Towson University and Golden Gate University. He received a Bachelor of Science, summa cum laude, from Boston University and an MBA and doctorate from Northeastern University. He has published in journals such as the Journal of Business Ethics, Business Horizons, International Journal of Public Administration, Business & Society Review, Journal of Employment Discrimination Law, Seton Hall Legislative Journal, Journal of Individual Employment Rights, Public Personnel Management, Employee Responsibilities and Rights Journal, Labor Law Journal, Journal of Law and Business, Journal of Strategic Management Education, Journal of Human Resources Education and the Journal of Management Education. He currently serves on the editorial boards of four journals and has served as an editor for the Journal of Management Education, Journal of Legal Studies Education, and Employee Responsibilities and Rights Journal. He is a member of the Academy of Legal Studies in Business, Society for Human Resource Management, Academy of Management, and the Eastern Academy of Management, of which he is a fellow. In his corporate career, he held management and executive positions in the publishing, technology and retail industries and was the senior vice-president of a privately held human resource management consultancy. He has consulted with a variety of non-profit organizations, has served on a number of community boards and is a former semi-professional athlete.

What's New

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  • Extended discussions in relevant chapters about the COVID-19 pandemic and its impact on HR, especially related to remote work.
  • The role of analytics in HR has been greatly expanded, with overviews of both metrics and analytics provided in Chapters 1 and 3. The remaining chapters integrate analytics where appropriate, relative to their specific use.
  • Diversity and inclusion, which was previously contained within the chapter on social responsibility, has been greatly expanded to an entire stand-alone chapter that is now Chapter 4. This comes after the discussion of strategy and strategic HR in order to provide deeper context to diversity and inclusion. The additional previous social responsibility content has been moved to the corresponding chapters on performance management (ethics and off-duty behavior); employment law (medical marijuana); work design (ownership of work); and retention and separation (non-compete clauses).
  • This edition features more than two dozen new “In Practice” vignettes, which serve as chapter introductions. These new opening vignettes are paired with a previous vignette to allow instructors to see multiple examples of chapter concepts prior to engaging with the text. There are also a number of new end-of-chapter exercises and discussion questions which correspond to new and updated chapter content (including 63 new references).
  • There is also significant new content in each of the 14 chapters. This includes new or greatly expanded coverage of the multiple frameworks for understanding diversity and inclusion; legal classifications of “gig” employees; alternative perspectives on remote work; the Pregnancy Workers Fairness Act; the proposed Paycheck Fairness Act (as part of content related to salary history inquiry bans and pay transparency); and noncomplete clauses. In addition, Chapters 8 and 9 have been renamed from "Staffing" and "Training and Development" to "Talent Sourcing and Acquisition" and "Learning and Development," reflecting the fact that the presentation and content within each chapter represent the increasingly broader perspectives under which these activities are being delivered, relative to their connections to strategy.

Features

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  • Real-world examples and references: Integrated throughout the text and chapter introductions are frequent examples and references to current literature that put HR into a real-world context. End-of-chapter readings provide additional real-world examples.
  • Strategic Emphasis: The author undertakes a comprehensive discussion of current issues, practices and theories while maintaining a coherent and consistent emphasis on strategy. Every example provided highlights a strategic approach to the management of human resources.
  • Integrated Strategic Approach: This text is truly innovative in its perspective and will meet a high demand among faculty, students and practitioners who have been looking for a truly strategic approach.
  • End-of-chapter questions and exercises: Discussion questions, experiential exercises to aid in student learning, and some recommended critical-thinking questions for each of the readings are found at the end of each chapter.
  • Support Materials: Online support materials include Instructor's Manual, Test Bank and PowerPoint Slides.

Table of Contents

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Part I: THE CONTEXT OF STRATEGIC HUMAN RESOURCE MANAGEMENT.
1. An Investment Perspective of Human Resources Management.
2. Strategic Management.
3. The Evolving/Strategic Role of Human Resource Management.
4. Diversity and Inclusion in the Workplace.
5. Strategic Workforce Planning.
6. Design and Redesign of Jobs and Work Systems.
7. Employment Law.
Part II: IMPLEMENTATION OF STRATEGIC HUMAN RESOURCE MANAGEMENT.
8. Talent Sourcing and Acquisition.
9. Learning and Development.
10. Performance Management and Feedback.
11. Compensation.
12. Labor Relations.
13. Employee Separation and Retention Management.
14. Global Human Resource Management.
LEARNING PATH.
Reading.
Quiz.
Assignments.

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  • ISBN-10: 0357986431
  • ISBN-13: 9780357986431
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  • ISBN-10: 0357986504
  • ISBN-13: 9780357986509
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  • ISBN-10: 0357986415
  • ISBN-13: 9780357986417
  • RETAIL $274.95
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Supplements

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Cengage provides a range of supplements that are updated in coordination with the main title selection. For more information about these supplements, contact your Learning Consultant.

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ISBN: 9780357986431
MindTap for Mello's STRATEGIC HUMAN RESOURCE MANAGEMENT, 6th EDITION, is the digital learning solution that powers students from memorization to mastery. It gives you complete control of your course -- to provide engaging content, to challenge every individual and to build their confidence. Empower students to accelerate their progress with MindTap. MindTap: Powered by You. MindTap gives you complete ownership of your content and learning experience. Customize the interactive syllabi, emphasize the most important topics and add your own material or notes in the eBook.