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Strategic Human Resources. Frameworks for General Managers

  • ID: 2243354
  • Book
  • April 1999
  • 624 Pages
  • John Wiley and Sons Ltd
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: 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.

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Chapter 1 Introduction 1

Chapter 2 The Five Factors 16

Chapter 3 Consistent HR Practices: The Whole Can Be More Than the Sum of the Parts 38

Chapter 4 Employment and Economics 62

Chapter 5 Employment as a Social Relation 95

Chapter 6 Voice: Unions and Other Forms of Employee Representation 118

Chapter 7 Employment, Society, and the Law 153

Chapter 8 Internal Labor Markets 167

Chapter 9 High–Commitment HRM 189

Chapter 10 Performance Evaluation 210

Chapter 11 Pay for Performance 243

Chapter 12 Compensation Systems: Forms, Bases, and Distribution of Rewards 284

Chapter 13 Job Design 313

Chapter 14 Staffing and Recruitment 338

Chapter 15 Training 369

Chapter 16 Promotion and Career Concerns 404

Chapter 17 Downsizing 421

Chapter 18 Outsourcing 446

Chapter 19 HRM in Emerging Companies 471

Chapter 20 Organizing HR 503

Appendix A Transaction Cost Economics 537

Appendix B Reciprocity and Reputation in Repeated Interactions 548

Appendix C Agency Theory 566

Appendix D Market Signaling and Screening 577

Index 587

List of Tables, Figures, and Exhibits

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James N. Baron
David M. Kreps
Note: Product cover images may vary from those shown