Strategic Human Resource Management / Edition 3

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This strategic HR 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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Editorial Reviews

Frustrated at not being able to find a MBA course text truly stressing the strategic aspect of human resource management, Mello (management, Towson U., Baltimore, MD) developed this reader of articles from the 1990s by the author and other HR experts reprinted from such journals as , , and . The 14 selections appear under the headings of the context of strategic HR management, its implementation, and case studies. Timely topics include the impact of technology, workforce demographic trends, Federal anti- discrimination laws, international assignments, and unions today. Includes critical thinking, experiential, and Internet-based exercises; and a supporting Web site. Annotation c. Book News, Inc., Portland, OR (
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Product Details

  • ISBN-13: 9780324789621
  • Publisher: Cengage Learning
  • Publication date: 2/2/2010
  • Edition description: Older Edition
  • Edition number: 3
  • Pages: 712
  • Sales rank: 1,279,410
  • Product dimensions: 8.10 (w) x 10.00 (h) x 1.30 (d)

Meet the Author

Jeffrey A. Mello is Dean of the School of Business and Professor of Business Law and Management at Siena College. . He previously held faculty and administrative positions at Barry University, Towson University, the George Washington University, the University of California at Berkeley, Golden Date University 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 five 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 has served as an editor for the JOURNAL OF MANAGEMENT EDUCATION. JOURNAL OF LEGAL STUDIES EDUCATION and EMPLOYEE RESPONSIBILITIES AND RIGHTS JOURNAL as well as on numerous editorial boards. 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.

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Table of Contents

Pt. 1 The context of strategic human resource management
1 An investment perspective of human resource management 3
2 Challenges in strategic human resource management 45
3 Strategic management 103
4 The evolving/strategic role of human resource management 157
5 Human resource planning 207
6 Design and redesign of work systems 251
7 Employment law 297
Pt. 2 Implementation of strategic human resource management
8 Staffing 343
9 Training and development 401
10 Performance management and feedback 443
11 Compensation 493
12 Labor relations 527
13 Employee separation 565
14 Global human resource management 609
Pt. 3 Harvard Business School cases
Best Buy Co., Inc. (A) : an innovator's journey 673
Homestead Technologies : a start-up built to last 673
BRAC 674
General Mills and the Hawthorne Huddle 674
Lockheed Martin : the employer of choice mission 674
Siemen's medical solutions : strategic turnaround 675
Cirque du Soleil 675
Strategic review at Egon Zehnder International 675
Developing professionals : the BCG way (A) 676
De La Salle Academy 676
Midwest office products 677
Offshoring at Global Information Systems, Inc 677
Lonestar 678
Women and power : stories from around the globe 678
SG Cowen : new recruits 678
JetBlue Airways : starting from scratch 678
The Federal Reserve Bank of Chicago's Mentoring Program (A) 679
Microsoft's Vega Project : developing people and products 679
The firmwide 360-degree performance evaluation process at Morgan Stanley 680
AvantGo 680
The Excel Charter Academy Middle School 681
The Ottawa voyaguers 681
Alaska airlines and flight 682
Cable data systems 682
Leaving 683
Bradley Marquez : reductions in force 683
Trend micro (A) 683
Civil Service pay in Hong Kong : policies, system, structure, and reform 683
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