Includes bibliographical references.

Chapter 1. Human Resource Management Practice -- Chapter 2. Employment, Replacement and Human Resource Planning -- Chapter 3. Compensation and Benefits -- Chapter 4. Employee and Labor Relations -- Chapter 5. Training and Development -- Chapter 6. Human Resource Research -- Chapter 7. Health, Safety and Security -- Chapter 8. The Future of the Human Resource Function.

Personnel, or human resource management, as it is increasingly being called, has been one of the last major organizational functions to become recognized as a significant contributor to overall results, even though it has been accountable for one of management's four traditional major resources: capital, equipment, materials and people. These resources have always been necessary for the success of any organized endeavor, but prior to the industrial revolution very little work was organized. Most was either agricultural, cottage or individual artisan, but with the advent of the industrial revolution, these resources were brought together for the first time in organized units of significant size. No longer could people work competitively on an individual basis; now they were attracted from the rural areas to urban ones where they were employed by early capitalists who had already identified consumer needs and obtained the required capital, materials and equipment.