Human resource management : a general manager's perspective : text and cases
著者
書誌事項
Human resource management : a general manager's perspective : text and cases
Free Press , Collier Macmillan, c1985
大学図書館所蔵 全36件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes index
内容説明・目次
内容説明
International competitive pressures, the increasing size and complexity of organizations, the changing values, career concerns, and demography of the work force -- these and a host of other factors have made the modern corporation's traditional approach to personnel management permanently obsolete. Developed and proven over the last half decade at the Harvard Business School, this pathbreaking text brings together thirty authentic business cases to illustrate the broader, more comprehensive, more strategic perspective managers -- especially general managers -- must take to utilize and conserve a firm's increasingly valuable human resources in the 1980s and beyond. Human Resource Management explores four major policy areas. Employee influence discusses management's task of delegating appropriate power and responsibility over business goals, pay, working conditions, job security, and related issues. Managing human resource flow examines the responsibility managers share in handling the flow of employees through an organization -- from recruiting them and appraising their performance to formulating guidelines on career development, promotion, outplacement, and fair treatment. Reward systems looks at the objective of designing and administering a system of rewards to attract, motivate, and retain employees. And work systems considers how managers define, design, and supervise work itself -- whether it be at a manufacturing plant or in an office setting. Each policy area receives a thorough introduction by the authors (including a conceptual overview and necessary background information concerning institutional arrangements and typical personnel practice) and isfollowed by several cases presenting HRM problems and approaches in a range of real-world business settings. Lucid, richly detailed, and consistently stimulating, the cases permit students to develop their skills in: * diagnosing a firm's human resource policies and recognizing their long-term consequences * integrating human resource policies into a corporation's overall competitive strategy * creating mechanisms for employee influence and participation as well as assessing the potential for union-management collaboration * designing and administering reward systems that complement other HRM changes * implementing practical, effective work systems that dramatically improve employee commitment and competence Throughout, Human Resource Management demonstrates that HRM policy decisions can no longer be delegated as a functional specialty -- that HRM strategy must fit competitive strategy, that HRM involves investment decisions with long-term implications, and that employees are a major stakeholder whose interests can and must be acknowledged by top management. By presenting HRM as a coherent, proactive (rather than reactive) management model, it provides business students with the critical resources they will need to promote sound and productive relations between their organization and its employees.
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