Strategic human resources:frameworks for general managers
Saved in:
Main Authors: | |
---|---|
Group Author: | |
Published: |
John Wiley,
|
Publisher Address: | New York |
Publication Dates: | c1999. |
Literature type: | Book |
Language: | English |
Subjects: | |
Carrier Form: | xxi, 602 p.: ill. ; 25 cm. |
ISBN: |
0471072532 (cloth : alk. paper) 9780471072539 (cloth : alk. paper) |
Index Number: | F272 |
CLC: | F272.92 |
Call Number: | F272.92/B265 |
Contents: |
Donation. Includes bibliographical references and index. 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 HRM -- 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. Adverse selection and market signaling. "Human resources are increasingly recognized as an important - perhaps the most important - strategic weapon in the organization's arsenal. Yet general managers and students of general management have lacked a compelling general framework for thinking about managing human resources strategically. Baron and Kreps provide such a framework."--BOOK JACKET. |