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Strategic Human Resources: Frameworks for General Managers

ISBN: 978-0-471-07253-9
624 pages
April 1999, ©1999
Strategic Human Resources: Frameworks for General Managers (0471072532) cover image
A Truly Strategic Approach Geared to General Managers, Strategic Human Resources is an exciting new approach to human resource management. Rather than focusing the material on the needs of the HR manager or HR major, this conceptual text speaks to the general manager who needs to be strategically aware of HR issues.

This important new text was born out of Stanford's required HRM course for MBAs and further developed in Executive Education programs at Stanford and abroad. Chapters have already been tested by instructors at a number of other institutions, including Dartmouth's Tuck School, MIT's Sloan School, INSEAD, University of Chicago's Graduate School of Business, the Weatherhead School at Case Western Reserve, and North Carolina State.

Written by a sociologist and an economist, this book is truly integrative. It shows how economic, sociological, and psychological approaches to HRM complement one another, while staying firmly on the ground in terms of current practice and real-life examples.

James N. Baron is the Walter Kenneth Kilpatrick Professor of Organizational Behavior and Human Resources at Stanford University's Graduate School of Business. He has received numerous professional awards and honors, including a fellowship at the Center for Advanced Study in the Behavioral Sciences and elected membership in the Sociological Research Association and Macro Organizational Behavior Society. He has served as an advisor on human resource issues to corporations, law firms, government agencies, and nonprofit organizations.

David M. Kreps is the Paul E. Holden Professor of Economics at the Stanford Graduate School of Business, and is a Senior Professor by Special Appointment at the Eitan Berglas School of Economics, Tel Aviv University. He is a Fellow of the Econometric Society and the American Academy of Arts and Sciences, and is a member of the National Academy of Sciences. In 1989, he was awarded the John Bates Clark Medal from the American Economic Association.

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Chapter 1 Introduction 1

Chapter 2 The Five Factors 16

Chapter 3 Consistent HR Practices: The Whole Can Be More Than the Sum of the Parts 38

Chapter 4 Employment and Economics 62

Chapter 5 Employment as a Social Relation 95

Chapter 6 Voice: Unions and Other Forms of Employee Representation 118

Chapter 7 Employment, Society, and the Law 153

Chapter 8 Internal Labor Markets 167

Chapter 9 High-Commitment HRM 189

Chapter 10 Performance Evaluation 210

Chapter 11 Pay for Performance 243

Chapter 12 Compensation Systems: Forms, Bases, and Distribution of Rewards 284

Chapter 13 Job Design 313

Chapter 14 Staffing and Recruitment 338

Chapter 15 Training 369

Chapter 16 Promotion and Career Concerns 404

Chapter 17 Downsizing 421

Chapter 18 Outsourcing 446

Chapter 19 HRM in Emerging Companies 471

Chapter 20 Organizing HR 503

Appendix A Transaction Cost Economics 537

Appendix B Reciprocity and Reputation in Repeated Interactions 548

Appendix C Agency Theory 566

Appendix D Market Signaling and Screening 577

Index 587

List of Tables, Figures, and Exhibits

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James N. Baron is the Walter Kenneth Kilpatrick Professor of Organizational Behavior and Human Resources at Stanford University's Graduate School of Business. He has received numerous professional awards and honors, including a fellowship at the Center for Advanced Study in the Behavioral Sciences and elected membership in the Sociological Research Association and Macro Organizational Behavior Society. He has served as an advisor on human resource issues to corporations, law firms, government agencies, and nonprofit organizations.

David M. Kreps is the Paul E. Holden Professor of Economics at the Stanford Graduate School of Business, and is a Senior Professor by Special Appointment at the Eitan Berglas School of Economics, Tel Aviv University. He is a Fellow of the Econometric Society and the American Academy of Arts and Sciences, and is a member of the National Academy of Sciences. In 1989, he was awarded the John Bates Clark Medal from the American Economic Association.

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  • A general management focus that ties HRM to business and marketing strategy, production technology, accounting systems, legal responsibilities, and other concerns of general managers.
  • A big picture perspective that ties the different pieces of HRM into a coherent strategic whole.
  • An honest analysis of the tough tradeoffs that must be made in setting and implementing HR strategy.
  • A rigorous analysis that is based on—and integrates—recent research by economists, sociologists, and psychologists.
  • Up-to-date discussion of current issues such as TQM, high-commitment work systems, workforce diversity, downsizing, outsourcing, 360 degree performance evaluation, globalization, and HRM in high-tech start-ups.
  • Clear writing that students and managers can understand, without an overdose of academic jargon.
  • Lots of interesting real-life cases and examples.
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