| Title : | Human resource strategy : A behavioral perspective for the general manager / | | Material Type: | printed text | | Authors: | George F. Dreher, Author ; Thomas W. Dougherty, Author | | Publisher: | New York, NY : Irwin McGraw-Hill | | Publication Date: | 2001 | | Pagination: | xx, 340 p. | | Layout: | ill (b & w) | | Size: | 23 cm | | ISBN (or other code): | 978-0-07-118111-2 | | General note: | Align HR solutions with business strategy and the realities of labor markets; Evaluate HR systems from a cost-benefit and legal perspective; Interact effectively with HR staff specialists and HR consultants. | | Class number: | 658.3 | | Abstract: | This is a new kind of human resource management text because it is written with the general manager in mind. The text provides a base of key organizational behavior material on why employees behave as they do and how to promote behavior required to implement a focused business strategy using staffing, development and reward systems. Organized around the concept of creating integrated HRM systems, students first learn about the processes that explain work behaviors. Students are then acquainted with key issues such as linking HRM systems to a firm's business strategy. That knowledge is then used to design an integrated set of HRM practices promoting the behaviors needed for a particular organization. The text provides detailed and practical examples of the entire process of assessing an organization and designing integrated staffing, development and reward practices. As a result, students become better informed "consumers" of the specialized services provided by in-house human resource professionals and outside consultants and gain insight into how to translate theory into practice. | | Contents note: | Part 1 - Understanding Behaviour in Organizations: Basic Theoretical Orientations - 1. The effective management of people. An introduction and point of view; 2. Some basic theory about ability, motivation and opportunity;
Part 2 - Human Resource Systems: What the General Manager Should Know - 3. Staffing, reward and development systems: a look at the possibilities; 4. Reward and compensation systems; 5. Staffing systems; 6. Employee and career development systems; 7. Performance management systems;
Part 3 - Aligning Human Resource Systems with Business Strategy - 8. Human Resource Systems: The link to business strategy and firm performance; 9. Sustained competitive advantage through inimitable human resource practices; 10. Domestic and international labor markets; 11. The equal employment and labor relations environment;
Part 4 - Designing Human Resource Systems for Specific Business Situations - Illustration 1. Designing Human Reources Systems for the Customer Contact Tier; Illustration 2. Human Resource Systems for Total Quality Management - Oriented manufacturing teams; Illustration 3. Human Resource Systems for Financial Services Sales; 4. Human Resource Systems for Project development Teams; 5. Human Resource Systems for Marketing Managers in Asia; Index |
Human resource strategy : A behavioral perspective for the general manager / [printed text] / George F. Dreher, Author ; Thomas W. Dougherty, Author . - New York, NY : Irwin McGraw-Hill, 2001 . - xx, 340 p. : ill (b & w) ; 23 cm. ISBN : 978-0-07-118111-2 Align HR solutions with business strategy and the realities of labor markets; Evaluate HR systems from a cost-benefit and legal perspective; Interact effectively with HR staff specialists and HR consultants. | Class number: | 658.3 | | Abstract: | This is a new kind of human resource management text because it is written with the general manager in mind. The text provides a base of key organizational behavior material on why employees behave as they do and how to promote behavior required to implement a focused business strategy using staffing, development and reward systems. Organized around the concept of creating integrated HRM systems, students first learn about the processes that explain work behaviors. Students are then acquainted with key issues such as linking HRM systems to a firm's business strategy. That knowledge is then used to design an integrated set of HRM practices promoting the behaviors needed for a particular organization. The text provides detailed and practical examples of the entire process of assessing an organization and designing integrated staffing, development and reward practices. As a result, students become better informed "consumers" of the specialized services provided by in-house human resource professionals and outside consultants and gain insight into how to translate theory into practice. | | Contents note: | Part 1 - Understanding Behaviour in Organizations: Basic Theoretical Orientations - 1. The effective management of people. An introduction and point of view; 2. Some basic theory about ability, motivation and opportunity;
Part 2 - Human Resource Systems: What the General Manager Should Know - 3. Staffing, reward and development systems: a look at the possibilities; 4. Reward and compensation systems; 5. Staffing systems; 6. Employee and career development systems; 7. Performance management systems;
Part 3 - Aligning Human Resource Systems with Business Strategy - 8. Human Resource Systems: The link to business strategy and firm performance; 9. Sustained competitive advantage through inimitable human resource practices; 10. Domestic and international labor markets; 11. The equal employment and labor relations environment;
Part 4 - Designing Human Resource Systems for Specific Business Situations - Illustration 1. Designing Human Reources Systems for the Customer Contact Tier; Illustration 2. Human Resource Systems for Total Quality Management - Oriented manufacturing teams; Illustration 3. Human Resource Systems for Financial Services Sales; 4. Human Resource Systems for Project development Teams; 5. Human Resource Systems for Marketing Managers in Asia; Index |
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