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Frameworks for General Managers
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021 569.72.76 0735 531.939 0744 325.215Format: Hardback
Data publicării: 23 aprilie 1999
De (autor):James N. Baron; David M. Kreps
ISBN-13: 9780471072539 ISBN-10: 0471072532
Editura (imprint): John Wiley & Sons
Pagini: 624
Greutate: 1.08 kg
Dimensiuni: 195 x 241 mm
Human Resources are the most important resource that a firm commands and should be regarded as capital, a factor of production in which managers invest today in order to realize future profits.
- General Managers, HR Managers, Graduate Level Students and Professors interested in Strategic HR Issues.
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Descrierea cărţii
Human Resources are the most important resource that a firm commands and should be regarded as capital, a factor of production in which managers invest today in order to realize future profits. This book deals with the strategic implications of Human Resource Management as an important strategic asset and emphasizes its importance within the overall strategy of the firm. The book covers issues such as job design, evaluation, recruitment, training, career concern, and outsourcing and downsizing. The linkage between the various pieces of HRM policy are stressed and how the policies are related to management issues such as TQM, just–in–time manufacturing, and others. The book is aimed at the general manager, not the HRM practitioner and it stresses conceptual frameworks, not procedural methodology.
Advance praise for Strategic Human Resources: Frameworks for General Managers I would have asked every one of my professional HR people to read the text if it had been available to them. The HR profession has been longing for a solid foundation from which to operate and this text provides it. Debra Engel Executive Adviser and retired Senior Vice President, Corporate Services 3Com Corporation Its very simple. Baron and Kreps have produced a path breaking HRM text by mixing rigorous analysis and up–to–date research findings with engaging case material. They convey what all current and future managers, regardless of their functional specialty or interests, need to know to manage effectively the workforce and organizations of the future. HRM teaching will never be the same, and we will all be better off for it. Thomas A. Kochan George M. Bunker Professor of Management Sloan School of Management, MIT This book provides general managers with a valuable framework, empirical evidence, and some thoughts to consider on how to align human resource strategy with business vision. Richard M. Kovacevich President and CEO, Wells Fargo & Company Baron and Kreps have written an extraordinary text on human resource management that combines as perhaps no others have the cutting edge in social science theory on the employment relation with the best in real business practice. James R. Lincoln Spieker Professor of Leadership, Haas School of Business, and Director, Institute of Industrial Relations, University of California at Berkeley This book demonstrates the benefits of interdisciplinary collaboration. Baron and Kreps have developed a practical, comprehensive framework for the design and analysis of HR strategies. James Montgomery Interdisciplinary Institute of Management London School of Economics Management is about (1) deciding what to do and (2) making it happen. In todays world, making it happen is all about people: having the right ones (and avoiding the wrong ones) and integrating those people into an effective work system. This text is all about making the people equation happen. Certainly, if I were to teach a class on HR management as experienced by a practitioner, I would find this text a perfect vehicle to frame the course and develop its content. John S. Reed Chairman and Co–Chief Executive Officer, Citigroup Inc.
Conţinut
∗ Introduction
∗ The Five Factors
∗ Consistent HR Practices: The Whole Can Be More Than the Sum of the Parts
∗ Employment and Economics
∗ Employment as a Social Relation
∗ Voice: Unions and Other Forms of Employee Representation
∗ Employment, Society, and the Law
∗ Internal Labor Markets
∗ High–Commitment HR
∗ Performance Evaluation
∗ Pay for Performance
∗ Compensation Systems: Forms, Bases, and Distribution of Rewards
∗ Job Design
∗ Staffing and Recruitment
∗ Training
∗ Promotion and Career Concerns
∗ Downsizing
∗ Outsourcing
∗ HRM in Emerging Companies
∗ Organizing HR
Appendix A: Transaction Cost Economics
Appendix B: Reciprocity and Reputation in Repeated Interactions
Appendix C: Agency Theory
Appendix D: Market Signaling and Screening
Textul de pe ultima copertă
Advance praise for Strategic Human Resources: Frameworks for General Managers I would have asked every one of my professional HR people to read the text if it had been available to them. The HR profession has been longing for a solid foundation from which to operate and this text provides it. Debra Engel Executive Adviser and retired Senior Vice President, Corporate Services 3Com Corporation Its very simple. Baron and Kreps have produced a path breaking HRM text by mixing rigorous analysis and up–to–date research findings with engaging case material. They convey what all current and future managers, regardless of their functional specialty or interests, need to know to manage effectively the workforce and organizations of the future. HRM teaching will never be the same, and we will all be better off for it. Thomas A. Kochan George M. Bunker Professor of Management Sloan School of Management, MIT This book provides general managers with a valuable framework, empirical evidence, and some thoughts to consider on how to align human resource strategy with business vision. Richard M. Kovacevich President and CEO, Wells Fargo & Company Baron and Kreps have written an extraordinary text on human resource management that combines as perhaps no others have the cutting edge in social science theory on the employment relation with the best in real business practice. James R. Lincoln Spieker Professor of Leadership, Haas School of Business, and Director, Institute of Industrial Relations, University of California at Berkeley This book demonstrates the benefits of interdisciplinary collaboration. Baron and Kreps have developed a practical, comprehensive framework for the design and analysis of HR strategies. James Montgomery Interdisciplinary Institute of Management London School of Economics Management is about (1) deciding what to do and (2) making it happen. In todays world, making it happen is all about people: having the right ones (and avoiding the wrong ones) and integrating those people into an effective work system. This text is all about making the people equation happen. Certainly, if I were to teach a class on HR management as experienced by a practitioner, I would find this text a perfect vehicle to frame the course and develop its content. John S. Reed Chairman and Co–Chief Executive Officer, Citigroup Inc.
