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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 Resources
Understanding the External and Organizational Environments
HR Planning for Alignment and Change
Ensuring Fair Treatment and Legal Compliance
Using Job Analysis and Competency Modeling
Recruiting and Retaining Qualified Employees
Selecting Employees to Fit the Job and the Organization
Training and Developing a Competitive Workforce
Conducting Performance Management
Developing an Approach to Total Compensation
Using Performance-Based Pay to Achieve Strategic Objectives
Providing Benefits and Services
Promoting Workplace Safety and Health
Understanding Unionization and Collective Bargaining
Integrative Case: Southwest Airlines
Integrative Case: The Lincoln Electric Company
Table of Contents provided by Blackwell. All Rights Reserved.