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.
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
List of Tables, Figures, and Exhibits