Human Resource Strategy

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.Part IV consists of in-depth examples of 5 different business settings and a recommended set of Human resource management practices. The authors developed these company composite examples based on research with actual businesses.Unlike other HRM texts, the primary organizational approach taken in this book does not focus on the traditional HR functions. Instead, this more concise book: -is targeted to the needs of general managers, providing the knowledge they need to work with HR specialists and consultants in designing effective HRM systems for their firms. -takes a truly strategic orientation, with a focus on how a particular configuration of integrated HRM practices can support a firm's strategies and provide competitive advantage. -provides guidance to managers in incorporating legal and labor market factors as well as cost/benefit analysis in formulating effective HRM systems. -presents detailed illustrations of particular organizations, and how managers can assess and implement congruent HRM systems for competitive advantage.Lists and descriptions of recommended Web sites for obtaining further information about chapter topics are included at the end of each chapter.