Strategic Human Resources
Frameworks for General Managers
Published on 23. April 1999
Book
Hardback
624 pages
978-0-471-07253-9 (ISBN)
Description
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.
More details
Persons
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 organizations. 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.
Content
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
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