The Handbook of Human Resource Management Education

Vida Scarpello earned her Ph.D.and M.A. in Industrial Relations from the University of Minnesota. She served on the faculties of management at the University of Georgia, University of Florida, and Georgia State University, from which she retired in 2002 She was a visiting professor at Cornell University and University of Minnesota. Dr. Scarpello's graduate level teaching included courses in Organization Design, Behavior, and Change; Survey in HRM; Strategic and International HRM; Compensation Theory and Administration; Labor Relations; Field research; and Seminars in HRM.and in Organization Theory. She was honored the University of Georgia for outstanding graduate level eaching and was voted second-year MBA teacher of the year at the University of Florida.Dr. Scarpello has taught in the Executive MBA program at the University of West Indies; the Executive MBA Program for Physicians at the University of South Florida; the Executive MBA Program at Georgia State University and the MBA program at the United Arab Emirates University. Dr. Scarpello's research, published in top academic journals, spans a wide range of topics including theory and measurement of job satisfaction; strategic, justice, and measurement issues in compensation; and inter-organizational relations. She has received several multi-year research grants from the National Science Foundation, has served on NSF's reviewer panels and currently serves as evaluator for NSF's Industry/University Cooperative Research Program. She has also served on the review panel for workplace violence proposals for the Oklahoma City National Institute for Terrorism Prevention. Dr. Scarpello is co-author of Personnel/human resource management: Environments and functions; Federal regulation of personnel and human resource management; Compensation decision making; and Small business management & entrepreneurship; and contributed chapters to Blackwell dictionary of human resources management; Applying Psychology to Business, and Research in Management. Her professional service includes editorial board memberships for the Academy of Management Journal, the Academy of Management Executive; Journal of Organizational Behavior, Human Resource Management Review and Human Resource Management. She also served as a regular reviewer for 12 other journals, including Journal of Applied Psychology; Journal of Applied Social Psychology, Organizational Research Methods. Dr. Scarpello is past chair of the Human Resources Division of the Academy of Management, past president of the Southern Management Association, and a Fellow of the Southern Management Association. She has served as instructor for many management development programs and as interest arbitrator for wage rate disputes in the telephone industry. She consults with major U.S. corporations and has consulted with state and city governments. Dr. Scarpello has served as expert witness before Ontario's Pay Equity Tribunal; and for a number of employment litigation cases in the United States: including McKeon Jones & Johnson-Randolph vs. CWA and AT&T; Carson B. Carmichael et al., v. Martin Marietta Corporation; Haynes v. Shoney; and Reynolds v. Alabama Department of Transportation Currently, she holds a courtesy appointment as Professor at the University of Florida.

SECTION 1: DEVELOPMENT OF THE HRM FIELD AND HRM EDUCATION Chapter 1: Parallel Approaches to Development of the HRM Field and HRM Education - Vida G. Scarpello Chapter 2: Human Resource Management Education: Past, Present, and Future - Thomas A. Mahoney SECTION 2: HR MASTER?S PROGRAMS IN INDUSTRIAL RELATIONS AND IN INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY Chapter 3: The Origins, Development, and Current State of Professional Master's Programs in Industrial Relations - John A. Fossum Chapter 4: What We Should Know but (Probably) Never Learned in School: Thoughts on HR Education in Psychology Departments - Cameron Klein, Renee E. DeRouin, Eduardo Salas, and Kevin Stagl SECTION 3: HR EDUCATION IN BUSINESS SCHOOLS Chapter 5: Developing Quality Human Resource Professionals: Identifying the Appropriate Undergraduate Curriculum, Applying Human Resource Competencies, and Validating Human Resource Competencies - Thomas J. Bergmann and Scott Lester Chapter 6: The Critical Components of HRM Undergraduate Preparation: Textbook, Application, and Competency Development - Rebecca A. Thacker Chapter 7: Teaching HR to Undergraduate Students: The Colorado and Copenhagen Business School Approaches - David Balkin and Leon Schjoedt SECTION 4: NEW EMPHASIS ON INTERNATIONAL HRM EDUCATION Chapter 8: The Graduate Class in International Human Resource Management: Strategies and Tactics - Greg Hundley Chapter 9: Managing People in Global Markets - Colette A. Frayne Chapter 10: Educating the HR Professional and General Manager on Key Issues in International HRM - Wayne F. Cascio SECTION 5: NEGLECTED TOPICS IN HRM EDUCATION Chapter 11: Rewards: From the Outside Looking In - Jerry M. Newman Chapter 12: Conceptual Tools for Studying Ethics of Human Resource Management - John R. Deckop Chapter 13: A Model of the Transfer of Knowledge in Human Resources Management - Dianna L. Stone, Kimberly Lukaszewski, and Eugene F. Stone-Romero SECTION 6: MICRO- AND MACRO-ORGANIZATIONAL CONCEPTS RELEVANT TO HRM Chapter 14: Some Psychological Concepts Essential for Human Resource Managers - Brian Murray and James H. Dulebohn Chapter 15: Fundamentals of Organizing: Structural Design and Its Relationship to HRM Practices - Vida G. Scarpello SECTION 7: STAKEHOLDER VIEWS OF HRM EDUCATION Chapter 16: HR Executives' Views of HR Education: Do Hiring Managers Really Care What Education HR Applicants Have? - Lynn M. Shore, Patricia Lynch, and Debra Dookeran Chapter 17: Labor Stakeholder Views of HR Professionals: Implications for Graduate HR Education - Mary E. Graham and Patrick P. McHugh Chapter 18: Strategic Partnerships Between Academia and Practice: The Case of Nurturing Undergraduate HR Education - Debra J. Cohen SECTION 8: HR SUCCESS CONSTRAINTS Chapter 19: "Be There or Be in HR!" The Trials and Tribulations of Human Resource Management in Business Schools - Sara L. Rynes, Skip Owens, and Christine Quinn Trank Chapter 20: Why Human Resources Managers Fail as Players in the Strategic Management Process - Nancy A. Bereman and Gerald H. Graham Chapter 21: Why Knowledge of Core Business Functions Is Crucial for HR Managers - Herman A. Theeke SECTION 9: HR PROFESSIONAL SUCCESS AND PARTING THOUGHTS Chapter 22: Human Resource Professional Success - David A. Pierson Chapter 23: Parting Thoughts on Human Resource Management Education in the United States - Vida G. Scarpello