Human Resource Management: A Frontline Manager's Perspective

Overview

This book addresses HRM from the inside out, focusing on the knowledge and skills required by the general frontline manager, who is ultimately responsible for the implementation of the majority of HR policies.

The book takes a global perspective, using international cases and examples, and highlighting key international issues that influence the design and implementation of HR policies. It is therefore designed for students of general management around the world, and addresses ...

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Overview

This book addresses HRM from the inside out, focusing on the knowledge and skills required by the general frontline manager, who is ultimately responsible for the implementation of the majority of HR policies.

The book takes a global perspective, using international cases and examples, and highlighting key international issues that influence the design and implementation of HR policies. It is therefore designed for students of general management around the world, and addresses the needs of English language management and executive educators in all countries.

The unique contribution of this text is the focus on managers at the frontline and their needs with respect to management of people. It provides useful models and step-by-step instructions for the manager’s toolkit using the language of management rather than the language of HR specialists to present key HR concepts.

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Product Details

  • ISBN-13: 9780415663069
  • Publisher: Taylor & Francis
  • Publication date: 8/11/2015
  • Pages: 272

Meet the Author

James Hayton is a Professor at Warwick Business School, University of Warwick, UK

Jeffrey S. Hornsby is the Jack Vanier Distinguished Chair of Innovation and Entrepreneurship and Director of the Center for the Advancement of Entrepreneurship at Kansas State University, USA

Donald F. Kuratko is the Jack M. Gill Distinguished Chair of Entrepreneurship; Professor of Entrepreneurship and Executive Director of the Johnson Center for Entrepreneurship & Innovation at the Kelley School of Business, Indiana University in Bloomington, USA

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Table of Contents

Part I: The Contemporary Demands of HR for Managers at the Frontline 1. The HR Role for Managers at the Frontline 2. The Legal HR Challenge Confronting Managers at the Frontline 3. HR as a Tool for Leading and Motivating Employees Part II: Recruitment of a Quality Employee Team 4. Role Clarification and Job Design 5. A Quality Employee Team: Effective Staffing Practices 6. Team Building: The Role of HR Practices Part III: Performance Development for an Effective Employee Team 7. Performance Management: Effective Evaluation and Development 8. Employee Relations: Effective Coaching and Discipline 9. Performance Rewards: Effective Compensation and Benefits Part IV: Managing HR in a Corporate Environment 10. Company Security: Employee Safety, Crisis and Risk Management 11. Using HR to Promote Innovation and Entrepreneurship 12. Forecasting Future Needs: Effective HR Strategic Planning

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