Jeffrey A. Mello is Professor of Management in the Andreas School of Business at Barry University. He previously held faculty and administrative positions at Towson University, the George Washington University, the University of California at Berkeley, and Northeastern University, from where he received his Ph.D. He has been a recipient of the David L. Bradford Outstanding Educator Award, presented by the Organizational Behavior Teaching Society, and has received international, national, and institutional awards for his research, teaching, and service. He has authored four books and published more than one hundred book chapters, journal articles, and conference papers in journals such as the JOURNAL OF BUSINESS ETHICS, BUSINESS HORIZONS, INTERNATIONAL JOURNAL OF PUBLIC ADMINISTRATION, BUSINESS & SOCIETY REVIEW, JOURNAL OF EMPLOYMENT DISCRIMINATION LAW, SETON HALL LEGISLATIVE JOURNAL, JOURNAL OF INDIVIDUAL EMPLOYMENT RIGHTS, PUBLIC PERSONNEL MANAGEMENT, EMPLOYEE RESPONSIBILITIES AND RIGHTS JOURNAL, LABOR LAW JOURNAL, JOURNAL OF LAW AND BUSINESS, and the JOURNAL OF MANAGEMENT EDUCATION. He currently serves as an editor of JOURNAL OF LEGAL STUDIES EDUCATION and on the editorial review boards of four leading management journals. He has also served as an editor for the JOURNAL OF MANAGEMENT EDUCATION and EMPLOYEE RESPONSIBILITIES AND RIGHTS JOURNAL. He is a member of the Academy of Legal Studies in Business, Organizational Behavior Teaching Society, Society for Human Resource Management, and Academy of Management.
Strategic Human Resource Management (with InfoTrac ) / Edition 2by Jeffrey A. Mello
This text offers a truly innovative, integrative framework that examines the traditional functional HR areas from a strategic perspective. This text is organized into two sections. The first section, Chapters 1-7, examines the context of strategic HR and develops a framework and conceptual model for the practice of strategic HR. The second section, Chapters 8-14,… See more details below
This text offers a truly innovative, integrative framework that examines the traditional functional HR areas from a strategic perspective. This text is organized into two sections. The first section, Chapters 1-7, examines the context of strategic HR and develops a framework and conceptual model for the practice of strategic HR. The second section, Chapters 8-14, examines the actual practice and implementation of strategic HR through a discussion of strategic issues that need to be addressed while developing specific programs and policies related to the traditional functional areas of HR (staffing, training, performance management, etc.). The integrative framework that requires linkage between, consistency among these functional HR activities, and the approach toward writing about these traditional functional areas from a strategic perspective distinguish the text from what is currently on the market.
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Table of Contents
PART 1. THE CONTEXT OF STRATEGIC HUMAN RESOURCE MANAGEMENT. 1. An Investment Perspective of Human Resource Management. 2. Trends Affecting Human Resource Management. 3. Strategic Planning. 4. The Evolving/Strategic Role of Human Resource Management. 5. Human Resource Planning. 6. Design and Redesign of Work Systems. 7. Employment Law. PART 2. IMPLEMENTATION OF STRATEGIC HUMAN RESOURCE MANAGEMENT. 8. Staffing. 9. Training and Development. 10. Performance Management and Feedback. 11. Compensation. 12. Labor Relations 13. Employee Separation. 14. International Human Resource Management PART 3. CASES. Links and descriptions of Harvard Business School Cases.
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