Managing Human Resources through Strategic Partnerships / Edition 8

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Managing Human Resources Through Strategic Partnerships, 8e allows readers to capture the excitement of this dynamic field in an interactive and tightly integrated text. Managing human resources effectively requires mutual understanding and collaboration among HR professionals, managers, and all other employees. In this edition, the authors encourage such collaboration by clearly presenting principles for effectively managing human resources and also explaining the different HR roles and responsibilities of the three primary HR partners. Together, these HR partners can develop and implement an approach to human resource management that satisfies the needs of the organization as well as the multiple external stakeholders who ultimately determine its success.

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Editorial Reviews

Focusing on the role of organizational partnerships, this textbook provides a management framework integrating standard human resources practices. It describes the different roles and responsibilities of human resource management professionals, managers, and employees. The relationships between human resource management and teams, diversity, globalization, and change are stressed. Examples from companies like Dell, Federal Express, and Disney illustrate the practices described. The authors teach at Rutgers University. Annotation c. Book News, Inc., Portland, OR (
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Product Details

  • ISBN-13: 9780324152654
  • Publisher: Cengage Learning
  • Publication date: 4/28/2002
  • Edition description: Older Edition
  • Edition number: 8
  • Pages: 800
  • Product dimensions: 8.32 (w) x 10.10 (h) x 1.38 (d)

Meet the Author

Susan E. Jackson is Professor of Human Resource Management in the School of Management and Labor Relations at Rutgers University, where she also serves as Graduate Director for the Doctoral Program in Industrial Relations and Human Resources. Prior to joining Rutgers, she taught on the faculties of New York University, the University of Michigan, and the University of Maryland. She received her B.A. in psychology and sociology from the University of Minnesota and her Master's and Ph.D. in organizational psychology from the University of California, Berkeley. Her primary area of expertise is the strategic management of human resources, and her special interests include managing team effectiveness, workforce diversity, and the design of human resource management systems to support knowledge-based organizations. She has authored or co-authored over 100 articles on these and related topics. In addition, she authored or co-authored several books.

Randall S. Schuler is Professor of Strategic International Human Resource Management and is the founder of the Center for Global Strategic Human Resource Management in the Department of Human Resource Management at Rutgers University in New Brunswick, New Jersey. His interests are global human resource management, strategic human resource management, the human resource management function in organizations, and the interface of business strategy and human resource tasks. He has authored or edited over forty books. In addition, he has contributed over forty-five chapters to reading books and has published over 100 articles in professional journals and academic proceedings. Presently, he is on the editorial boards of ORGANIZATIONAL DYNAMICS,JOURNAL OF WORLD BUSINESS, JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY, HUMAN RESOURCE PLANNING, HUMAN RESOURCE MANAGEMENT, THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, ASIA PACIFIC JOURNAL OF HUMAN RESOURCES, JOURNAL OF ORGANIZATIONAL BEHAVIOR, JOURNAL OF INTERNATIONAL MANAGEMENT, JOURNAL OF INTERNATIONAL MANAGEMENT REVIEWS, and JOURNAL OF MARKET-FOCUSED MANAGEMENT.

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Table of Contents

Chapter 1. Managing Human Resources through Strategic Partnerships. Chapter 2. Understanding The Global Environment. Chapter 3. Ensuring Fair Treatment and Legal Compliance for a Diverse Workforce. Chapter 4. Creating Organizational Alignment. Chapter 5. HR Planning for Strategic Change. Chapter 6. Using Job Analysis and Competency Modeling as the Foundation for the HR System. Chapter 7. Recruiting and Retaining Qualified Employees. Chapter 8. Selecting Employees who Fit the Job and the Organization. Chapter 9. Training and Developing a Competitive Workforce. Chapter 10. Developing an Overall Approach to Compensation. Chapter 11. Measuring Performance and Providing Feedback. Chapter 12. Using Performance-Based Pay to Enhance Motivation. Chapter 13. Providing Benefits and Services. Chapter 14. Promoting Workplace Safety and Health. Chapter 15. Understanding Unionization and Collective Bargaining. Chapter 16. Understanding the HR Profession.

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