Strategic Human Resources: Frameworks for General Managers

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 It’s 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 today’s world, making it happen is all about people: h aving 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.

Spis treści:
∗ 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

Nota biograficzna:
About the Authors James N. Baron is the Walter Kenneth Kilpatrick Professor of Organizational Behavior and Human Resources at Stanford University′s Graduate School of Business. He has received numerous professional awards and honors, including a fellowship at the Center for Advanced Study in the Behavioral Sciences and elected membership in the Sociological Research Association and Macro Organizational Behavior Society. He has served as an advisor on human resource issues to corporations, law firms, government agencies, and nonprofit organization s. David M. Kreps is the Paul E. Holden Professor of Economics at the Stanford Graduate School of Business, and is a Senior Professor by Special Appointment at the Eitan Berglas School of Economics, Tel Aviv University. He is a Fellow of the Econometric Society and the American Academy of Arts and Sciences, and is a member of the National Academy of Sciences. In 1989, he was awarded the John Bates Clark Medal from the American Economic Association.

Okładka tylna:
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 It’s 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 Dir ector, 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 today’s 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.