Managing Human Resources

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  • Edition: 10th
  • Format: Hardcover
  • Copyright: 2008-02-15
  • Publisher: South-Western College Pub
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MANAGING HUMAN RESOURCES THROUGH STRATEGIC PARTNERSHIPS, Tenth Edition, explains how successful companies manage human resources in order to compete effectively in a dynamic, global environment. Long known and respected as a tightly integrated, clear, higher-level text, MANAGING HUMAN RESOURCES THROUGH STRATEGIC PARTNERSHIPS, Tenth Edition, presents strong organizing themes: strategy, teams, diversity, global issues, and change. These themes are highlighted in interesting boxed features throughout the tenth edition. The text also follows an organizational 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. Because organizations differ from each other in so many ways--including their locations, competitive strategies, products and services, and corporate cultures--these experienced authors use many different companies to illustrate how employers address the challenge of managing human resources effectively. Examples of companies in many different industries include Southwest Airlines, Deere & Company, Wegmans, Lincoln Electric, McDonalds, TRW, Steelcase, Google, Novartis, Johnson & Johnson, SAS, Outback Steakhouses, United States Postal Service, UPS, IBM, 3M, Alberto Culver Weyerhaeuser, The Ritz-Carlton, and many others. The authors selected these organizations because they successfully combine a respect for established principles of human resource management with a willingness to experiment and try new approaches, allowing them to succeed year after year.

Table of Contents

Managing Human Resourcesp. 3
Understanding the External and Organizational Environmentsp. 35
HR Planning for Alignment and Changep. 73
Ensuring Fair Treatment and Legal Compliancep. 113
Using Job Analysis and Competency Modelingp. 153
Recruiting and Retaining Qualified Employeesp. 189
Selecting Employees to Fit the Job and the Organizationp. 229
Training and Developing a Competitive Workforcep. 269
Conducting Performance Managementp. 313
Developing an Approach to Total Compensationp. 355
Using Performance-Based Pay to Achieve Strategic Objectivesp. 395
Providing Benefits and Servicesp. 435
Promoting Workplace Safety and Healthp. 473
Understanding Unionization and Collective Bargainingp. 507
Integrative Case: Southwest Airlinesp. 544
Integrative Case: The Lincoln Electric Companyp. 560
Endnotesp. 576
Name Indexp. 621
Subject Indexp. 633
Table of Contents provided by Blackwell. All Rights Reserved.

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