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ویرایش:
نویسندگان: George Dreher. Thomas Dougherty
سری:
ISBN (شابک) : 0256211892, 9780256211894
ناشر: McGraw-Hill Education
سال نشر: 1998
تعداد صفحات: 360
زبان: English
فرمت فایل : PDF (درصورت درخواست کاربر به PDF، EPUB یا AZW3 تبدیل می شود)
حجم فایل: 3 مگابایت
در صورت تبدیل فایل کتاب Human Resource Strategy: A Behavioral Perspective for the General Manager به فرمت های PDF، EPUB، AZW3، MOBI و یا DJVU می توانید به پشتیبان اطلاع دهید تا فایل مورد نظر را تبدیل نمایند.
توجه داشته باشید کتاب استراتژی منابع انسانی: دیدگاهی رفتاری برای مدیر کل نسخه زبان اصلی می باشد و کتاب ترجمه شده به فارسی نمی باشد. وبسایت اینترنشنال لایبرری ارائه دهنده کتاب های زبان اصلی می باشد و هیچ گونه کتاب ترجمه شده یا نوشته شده به فارسی را ارائه نمی دهد.
این نوع جدیدی از متن مدیریت منابع انسانی است زیرا با در نظر گرفتن مدیر کل نوشته شده است. این متن پایهای از مواد رفتار سازمانی کلیدی در مورد اینکه چرا کارکنان همانطور که انجام میدهند و چگونه رفتار مورد نیاز برای اجرای یک استراتژی تجاری متمرکز با استفاده از کارکنان، توسعه و سیستمهای پاداش را ترویج میکنند، ارائه میکند. دانشآموزان که حول مفهوم ایجاد سیستمهای HRM یکپارچه سازماندهی شدهاند، ابتدا با فرآیندهایی آشنا میشوند که رفتارهای کاری را توضیح میدهند. سپس دانش آموزان با مسائل کلیدی مانند پیوند دادن سیستم های HRM به استراتژی تجاری یک شرکت آشنا می شوند. سپس از آن دانش برای طراحی مجموعه ای یکپارچه از شیوه های HRM استفاده می شود که رفتارهای مورد نیاز برای یک سازمان خاص را ترویج می کند. متن نمونه های دقیق و عملی از کل فرآیند ارزیابی یک سازمان و طراحی یکپارچه کارکنان، توسعه و شیوه های پاداش را ارائه می دهد. در نتیجه، دانشآموزان از خدمات تخصصی ارائهشده توسط متخصصان منابع انسانی داخلی و مشاوران بیرونی به «مصرفکنندگان» بهتر آگاه میشوند و بینشی در مورد چگونگی تبدیل نظریه به عمل به دست میآورند.
This is a new kind of human resource management text because it is written with the general manager in mind. The text provides a base of key organizational behavior material on why employees behave as they do and how to promote behavior required to implement a focused business strategy using staffing, development and reward systems. Organized around the concept of creating integrated HRM systems, students first learn about the processes that explain work behaviors. Students are then acquainted with key issues such as linking HRM systems to a firm's business strategy. That knowledge is then used to design an integrated set of HRM practices promoting the behaviors needed for a particular organization. The text provides detailed and practical examples of the entire process of assessing an organization and designing integrated staffing, development and reward practices. As a result, students become better informed "consumers" of the specialized services provided by in-house human resource professionals and outside consultants and gain insight into how to translate theory into practice.
Title Contents PART I Understanding Behavior in Organizations: Basic Theoretical Orientations 1. The Effective Management of People: An Introduction and Point of View Human Resource Systems and Firm Performance Organizational Capability Organizing for Success Competitive Advantage through the Effective Management of People Some Ways of Learning about Effective HRM Practices Behavioral Research and Targeted Employee Behaviors Research at the Business Unit or Organizational Level HR System Design and Evaluation: The Process The General Manager as an Agent of Change Motivating Change Creating a Vision Developing Political Support Managing the Transition Sustaining Momentum 17 xi Conclusion Continuous Learning: Some Next Steps Endnotes 2. Some Basic Theory about Ability, Motivation, and Opportunity The General Framework The Aptitude–Ability Distinction Aptitudes Abilities for the Twenty-First Century: Some Illustrations Motivation: Willingness to Exert Effort Opportunity Equal Opportunity and Career Systems Career Systems and Equal Opportunity Two Motivation Models: Expectancy Theory and Equity Theory Expectancy Theory Organizational Justice: Equity Theory Human Resource Management Practices and Equity Theory Procedural Justice and Its Implications Conclusion Continuous Learning: Some Next Steps Endnotes PART II Human Resource Systems: What the General Manager Should Know 3. Staffing, Reward, and Development Systems: A Look at the Possibilities Defining the Dimensions of HRM Practice Variation Pay System Attributes Attributes of the Staffing System Attributes of the Training and Development System Attributes of the Performance Measurement System A Practice-by-Behavior Matrix 62 xiii Conclusion 67 CONTENTS Continuous Learning: Some Next Steps Endnotes APPENDIX: HRM PRACTICES SURVEY 4. Reward and Compensation Systems Aligning Reward and Compensation Systems with the Firm’s Business Strategy Pay Level: Maintaining External Competitiveness in Compensation Rationale for Meet, Lag, and Lead Pay Strategies Use of Pay Surveys for Comparative Market Data Pay Structure: Maintaining Internal Consistency in Job Pricing Establishing an Internally Consistent Pay Structure Using Job Evaluation The Point Method of Job Evaluation From Job Evaluation to an Internally Consistent Job Structure Creating a Pay Structure: Blending External Competitiveness and Internal Consistency Performance-Contingent Pay and Pay at Risk Merit Pay Lump-Sum Bonuses Individual Incentives/Commissions Stock Options: Long-Term Incentives for Executives Group Incentives: Gain Sharing Group Incentives: Profit Sharing Pay for Other Employee Contributions Paying for Skills or Competencies Seniority-Based Pay Employee Benefits: Flexibility and Levels Conclusion Continuous Learning: Some Next Steps Endnotes 5. Staffing Systems Career System Orientation: Recognizing Staffing Systems that Fit the Firm’s Business Strategy Two Frameworks for Integrating Staffing Practice with Strategy Potential versus Achievement Orientation Recognizing High-Quality Practices When Selecting for Achievement Recognizing High-Quality Practices When Selecting for Potential Organizational Fit and Systems for Addressing Employee Motivation Systems for Selecting Motivated Employees Organizational Fit and Retaining Top Performers Exit Orientation and Managing the Restructuring Process Conclusion Continuous Learning: Some Next Steps Endnotes 6. Employee and Career Development Systems A Systematic Approach to Training Goldstein’s Instructional System Assessment Phase Training and Development Phase Evaluation Phase A Review: When Are the Conditions Right for Training? Career and Personal Development Development as a Selection and Attraction Tool Development as a Succession-Management Tool Summary Skill Orientation Training Method Orientation Career Pathing Succession Planning Skills Inventories Conclusion Continuous Learning: Some Next Steps Endnotes 7. Performance Management Systems Aligning Performance Management Systems with the Firm’s Strategy: Measuring What Matters Purposes and Uses for Measures of Employee Performance Administrative Uses Feedback, Counseling, and Performance Improvement Evaluation of Organizational Programs Performance Appraisal and Total Quality Management Measuring Results: Use of Objective Outcome Measures Examples of Use of Results-Oriented Performance Measures Advantages and Disadvantages of Results-Oriented Measures Measuring “Processes” and the Use of Human Judgment Rating Scales: Absolute Standards in Performance Appraisal Employee Comparison Approaches Measurement Scope in Performance Appraisal 360 Degree Appraisal Improving the Quality of Performance Measures Results-Oriented versus Process-Oriented Measures Improving Raters’ Appraisal of Employee Performance Performance Management as a System: An Overview Performance Planning Ongoing Performance Communication Data Gathering, Observation, and Documentation Performance Appraisal and Feedback Sessions Performance Diagnosis and Coaching Conclusion Continuous Learning: Some Next Steps Endnotes PART III CONTENTS Aligning Human Resource Systems with Business Strategy 8. Human Resource Systems: The Link to Business Strategy and Firm Performance Sustained Competitive Advantage HRM Adds Value to the Firm Human Resources as Rare Resources Human Resource Systems as Inimitable Human Resource Systems as Nonsubstitutable Linking HRM Practices to Organizational Outcomes Assessing and Reducing Costs Behavioral Impact of HRM Practices Marginal Utility Models Auditing HRM Practices and Departments Linking Strategy to HRM Practices Corporate HR Philosophy or Companywide HR Standards Beware of the Direct Business Strategy–HRM Connection HRM Leading Strategy Formulation Conclusion Continuous Learning: Some Next Steps Endnotes 9. Sustained Competitive Advantage through Inimitable Human Resource Practices Three Perspectives on Alternative HR Systems Intransigent Employee Behaviors HR Systems and Employee Behaviors: Individual, Group, and Organizational Systems Avoiding Conflicting HR Systems Congruence and Integrated HR Systems Lack of Congruence in an HR System A Congruent HR System Designing the Congruent System of HR Practices: Tradeoffs Human Resource Systems in the Management Literature Competitive Strategies, Role Behaviors, and Typologies of CONTENTS HRM Practices Control and Commitment Human Resource Systems Conclusion Continuous Learning: Some Next Steps Endnotes 10. Domestic and International Labor Markets On the Relevance of Labor Markets Labor Markets and the Return on Investments Labor Markets and Equal Employment Opportunity Laws General Characteristics of the Market for Labor Ways of Characterizing Labor Markets Levels of Analysis Attribute Types Learning about Labor Markets Conclusion Continuous Learning: Some Next Steps Endnotes 11. The Equal Employment and Labor Relations Environment An Overview of U.S. Equal Employment Opportunity Laws and Regulations Title VII of the Civil Rights Act of 1964 Sexual Harassment under Title VII Executive Order 11246 and Revisions Civil Rights Act of 1991 Age Discrimination in Employment Act (1967) Americans with Disabilities Act (1990) The Complexity of EEO Regulation International Employment Regulation: Variability across Countries Equal Employment Issues in Multinational Firms U.S. Employment Law and Global Operations Extraterritorial Application of U.S. Employment Laws International Equal Employment Law and Global Operations Host Country Laws A Global Perspective on Labor Relations Some General Points about International Labor Relations Variation in Unionization across Countries Government Regulation Conclusion Continuous Learning: Some Next Steps Endnotes PART IV Designing Human Resource Systems for Specific Business Situations Illustration 1. Human Resource Systems for the Customer Contact Tier The Targeted Job Class: Customer Service Representative Business Strategy and Technology: Home Entertainment Services Key Employee Behaviors and Critical Employee Attributes Labor-Market Attributes The Legal Environment The Prescribed HR System Reward and Compensation Practices Training and Development The Staffing System The Performance Measurement System Conclusion Endnotes Illustration 2. Human Resource Systems for Total Quality Management–Oriented Manufacturing Teams The Targeted Job Class: Manufacturing Associate Business Strategy and Technology: Columbus Engine Works Key Employee Behaviors and Critical Employee Attributes Labor-Market Attributes The Legal Environment The Prescribed HR System Reward and Compensation Practices The Staffing System Training and Development The Performance Measurement System Conclusion Endnotes Illustration 3. Human Resource Systems for Financial Services Sales The Targeted Job Class: Insurance Sales Agent Business Strategy and Technology: Midwest Insurance Company Key Employee Behaviors and Critical Employee Attributes Labor-Market Attributes The Legal Environment The Prescribed HR System Reward and Compensation Practices The Staffing System Training and Development The Performance Measurement System Conclusion Endnotes Illustration 4. Human Resource Systems for Project Development Teams The Targeted Job Class: Television Sitcom Writer Business Strategy, Technology, and Work Processes: XYZ Productions Key Employee Behaviors and Critical Employee Attributes Labor-Market Attributes The Legal Environment The Prescribed HR System Reward and Compensation Practices The Staffing System Training and Development The Performance Measurement System Conclusion Endnotes Illustration 5. Human Resource Systems for Marketing Managers in Asia The Targeted Job Class: Country Brand Director Business Strategy, Technology, and Work Processes: Fleet Sports, Inc. Key Employee Behaviors and Critical Employee Attributes Labor-Market Attributes The Legal Environment The Prescribed HR System Reward and Compensation Practices The Staffing System Training and Development The Performance Measurement System Conclusion Endnotes INDEX