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Check for Availabilityout of stock. Click on the button below to search for this title in other formats.  Human Resource Management: A General Manager's Perspective: Text and Cases
Synopses & ReviewsPublisher Comments:International 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 is followed 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. About the AuthorMichael Beer, Paul R. Lawrence, D. Quinn Mills, and Richard E. Walton teach at the Harvard Business School, where they helped create the recently instituted required course in Human Resource Management. Table of ContentsContents Preface CHAPTER 1. Introduction CHAPTER 2. A Conceptual Overview of HRM Case 1. AIR TRAFFIC CONTROLLERS Bert A. Spector and Michael Beer CHAPTER 3. Employee Influence Case 2. FIRST NATIONAL BANK OF LAKE CITY (A) Thomas Kennedy Case 3. BETHONEY MANUFACTURING (A) Amy Johnson and Michael Beer Case 4. BETHONEY MANUFACTURING (B) Amy Johnson and Michael Beer Case 5. THE COAL STRIKE OF 1977/1978 (A) (CONDENSED) Richard O. von Werssowetz and D. Quinn Mills Case 6. WORKERS' COUNCILS: HOBBEMA & VAN RIJN, N. V. (A) Dwight R. Ladd Case 7. NOTE ON WORKER PARTICIPATION Dwight R. Ladd CHAPTER 4. Managing Human Resource Flow Case 8. NIPPON STEEL CORPORATION Stephen Marsland and Michael Beer Case 9. WEBSTER INDUSTRIES (A) R. Roosevelt Thomas, Jr. Case 10. COLONIAL FOOD SERVICES COMPANY James Clawson and Michael Beer Case 11. JAMES CRANSTON James Clawson and Michael Beer Case 12. EUGENE KIRBY (A) James Clawson and Michael Beer Case 13. ASSESSING MANAGERIAL TALENT AT AT&T (A) Emily Stein and Michael Beer Case 14. HIGHLAND PRODUCTS, INC. (A) Richard O. vox Werssowetz and Michael Beer Case 15. NOTE ON JOB POSTING Bert A. Spector and Michael Beer Case 16. MEDICAL AND ENVIRONMENTAL ELECTRONIC DEVICES CORPORATION (A) Constance Baher, Richard O. von Werssowetz, and Michael Beer CHAPTER 5. Reward Systems Case 17. ALCON LABORATORIES, INC. (CONDENSED) Paul H. Thompson Case 18. MEGALITH INC.-HAY ASSOCIATES (A) John A. Seeger, John P. Kotter, and Anne Harlan Case 19. NOTE ON JOB EVALUATIONS Bert A. Spector and Michael Beer Case 20. LEP CORPORATION (A) E. Mary Lou Balbaky and D. Quinn Mills Case 21. FIRST FEDERAL SAVINGS (A) Stephen X. Doyle and Jay W. Lorsch Case 22. DANA CORPORATION--THE RICHMOND CAMSHAFT PLANT (A) Case 23. DANA CORPORATION--THE RICHMOND CAMSHAFT PLANT (B) (CONDENSED) Richard O. von Werssowetz and Michael Beer CHAPTER 6. Work Systems Case 24. NEW TECHNOLOGY AND JOB DESIGN IN A PHONE COMPANY (A) Richard E. Walton Case 25. KALAMAZOO PLANT PARTS DIVISION — ACME MOTORS Frank S. Leonard and Wickham Skinner Case 26. SEDALIA ENGINE PLANT (A) Bert A. Spector and Michael Beer Case 27. OFFICE TECHNOLOGY, INC. (A) Richard O. von Werssowetz, Bette L. Witcraft, and Michael Beer CHAPTER 7. The Integration of Human Resource Management Policies Case 28. GENERAL MOTORS AND THE UNITED AUTO WORKERS (CONDENSED) Bert Spector and Paul Lawrence Case 29. HUMAN RESOURCES AT HEWLETT-PACKARD Richard O. von Werssowetz and Michael Beer Case 30. PEOPLE EXPRESS Debra Whitestone and Leonard A. Schlesinger Index
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