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Managing Human Resources Through Stategic Partnerships

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Managing Human Resources Through Stategic Partnerships

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Managing Human Resources Through Stategic Partnerships by Susan Jackson
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MANAGING HUMAN RESOURCES THROUGH STRATEGIC PARTNERSHIPS, 10e, International 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, 10e, International 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

1. Managing Human Resources through Strategic Partnerships. 2. Understanding the External and Organizational Environments. 3. Ensuring Fair Treatment and Legal Compliance. 4. Human Resources Planning for Alignment and Change. 5. The Strategic Importance of Job Analysis and Competency Modeling. 6. The Strategic Importance of Recruiting and Retaining Talented Employees. 7. Selecting Employees to Fit the Job and the Organization. 8. Training and Developing a Competitive Workforce. 9. Developing an Overall Approach to Compensation. 10. Measuring Performance and Providing Feedback. 11. Using Performance-Based Pay to Enhance Motivation. 12. Providing Benefits and Services. 13. Promoting Workplace Safety and Health. 14. Understanding Unionization and Collective Bargaining. Integrative Cases--Southwest Airlines and Lincoln Electric Company.
Release date NZ
March 13th, 2008
Country of Publication
United States
10th Revised edition
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