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This is the 9th edition with a publication date of 1/31/2005.
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MANAGING HUMAN RESOURCES THROUGH STRATEGIC PARTNERSHIPS is a tightly integrated, higher-level text with strong organizing themes: strategy, teams, diversity, global issues, and change. These themes are highlighted in boxed features throughout. The text also follows an organizing structure that emphasizes the HR Triad (employee, line manager, HR manager) with the understanding that effective human resource management requires mutual understanding and collaboration among HR professionals, managers, and all other employees.
Table of Contents
|Managing Human Resources through Strategic Partnerships|
|Understanding the External and Organizational Environments|
|Ensuring Fair Treatment and Legal Compliance|
|Human Resources Planning for Alignment and Change|
|The Strategic Importance of Job Analysis and Competency Modeling|
|The Strategic Importance of Recruiting and Retaining Talented Employees|
|Selecting Employees to Fit the Job and the Organization|
|Training and Developing a Competitive Workforce|
|Developing an Overall Approach to Compensation|
|Measuring Performance and Providing Feedback|
|Using Performance-Based Pay to Enhance Motivation|
|Providing Benefits and Services|
|Promoting Workplace Safety and Health|
|Understanding Unionization and Collective Bargaining|
|Integrative Cases--Southwest Airlines and Lincoln Electric Company|
|Human Resources Manager Position Description, Competencies, Certification, Test Specifications and Salaries, Incentives and Bonuses|
|Statistics for Managing Human Resources|
|Table of Contents provided by Publisher. All Rights Reserved.|