Human Resource Management: A General Manager's Perspective Text & Cases

Description: Product InformationInternational 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.Product IdentifiersPublisherFree PressISBN-100029023602ISBN-139780029023600eBay Product ID (ePID)16065Product Key FeaturesBook TitleHuman Resource Management : a General Manager's PerspectiveAuthorD. Quinn Mills, Paul R. Lawrence, Richard E. Walton, Michael Beer, Bert A. SpectorFormatHardcoverLanguageEnglishTopicHuman Resources & Personnel Management, GeneralPublication Year1985GenreBusiness & EconomicsNumber of Pages786 PagesDimensionsItem Length9.6in.Item Height1.5in.Item Width6.5in.Item Weight37.9 OzAdditional Product FeaturesLc Classification NumberHf5549.H873 1985Table of ContentContents PrefaceCHAPTER 1. IntroductionCHAPTER 2. A Conceptual Overview of HRMCase 1. AIR TRAFFIC CONTROLLERSBert A. Spector and Michael BeerCHAPTER 3. Employee InfluenceCase 2. FIRST NATIONAL BANK OF LAKE CITY (A)Thomas KennedyCase 3. BETHONEY MANUFACTURING (A)Amy Johnson and Michael BeerCase 4. BETHONEY MANUFACTURING (B)Amy Johnson and Michael BeerCase 5. THE COAL STRIKE OF 1977/1978 (A) (CONDENSED)Richard O. von Werssowetz and D. Quinn MillsCase 6. WORKERS' COUNCILS: HOBBEMA & VAN RIJN, N. V. (A)Dwight R. LaddCase 7. NOTE ON WORKER PARTICIPATIONDwight R. LaddCHAPTER 4. Managing Human Resource FlowCase 8. NIPPON STEEL CORPORATIONStephen Marsland and Michael BeerCase 9. WEBSTER INDUSTRIES (A)R. Roosevelt Thomas, Jr.Case 10. COLONIAL FOOD SERVICES COMPANYJames Clawson and Michael BeerCase 11. JAMES CRANSTONJames Clawson and Michael BeerCase 12. EUGENE KIRBY (A)James Clawson and Michael BeerCase 13. ASSESSING MANAGERIAL TALENT AT AT&T (A)Emily Stein and Michael BeerCase 14. HIGHLAND PRODUCTS, INC. (A)Richard O. vox Werssowetz and Michael BeerCase 15. NOTE ON JOB POSTINGBert A. Spector and Michael BeerCase 16. MEDICAL AND ENVIRONMENTAL ELECTRONIC DEVICES CORPORATION (A)Constance Baher, Richard O. von Werssowetz, and Michael BeerCHAPTER 5. Reward SystemsCase 17. ALCON LABORATORIES, INC. (CONDENSED)Paul H. ThompsonCase 18. MEGALITH INC.-HAY ASSOCIATES (A)John A. Seeger, John P. Kotter, and Anne HarlanCase 19. NOTE ON JOB EVALUATIONSBert A. Spector and Michael BeerCase 20. LEP CORPORATION (A)E. Mary Lou Balbaky and D. Quinn MillsCase 21. FIRST FEDERAL SAVINGS (A)Stephen X. Doyle and Jay W. LorschCase 22. DANA CORPORATION--THE RICHMOND CAMSHAFT PLANT (A)Case 23. DANA CORPORATION--THE RICHMOND CAMSHAFT PLANT (B) (CONDENSED)Richard O. von Werssowetz and Michael BeerCHAPTER 6. Work SystemsCase 24. NEW TECHNOLOGY AND JOB DESIGN IN A PHONE COMPANY (A)Richard E. WaltonCase 25. KALAMAZOO PLANT PARTS DIVISION -- ACME MOTORSFrank S. Leonard and Wickham SkinnerCase 26. SEDALIA ENGINE PLANT (A)Bert A. Spector and Michael BeerCase 27. OFFICE TECHNOLOGY, INC. (A)Richard O. von Werssowetz, Bette L. Witcraft, and Michael BeerCHAPTER 7. The Integration of Human Resource Management PoliciesCase 28. GENERAL MOTORS AND THE UNITED AUTO WORKERS (CONDENSED)Bert Spector and Paul LawrenceCase 29. HUMAN RESOURCES AT HEWLETT-PACKARDRichard O. von Werssowetz and Michael BeerCase 30. PEOPLE EXPRESSDebra Whitestone and Leonard A. SchlesingerIndexCopyright Date1985Target AudienceTradeLccn84-021080Dewey Decimal658.3Dewey Edition19IllustratedYes

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