International competitive pressures, the increasing size and complexity of organizations, the changing values, career concerns, and demography of the work force -- these and a host of other factors have made the modern corporation's traditional approach to personnel management permanently obsolete. Developed and proven over the last half decade at the Harvard Business School, this pathbreaking text brings together thirty authentic business cases to illustrate the broader, more comprehensive, more strategic perspective managers -- especially general managers -- must take to utilize and conserve a firm's increasingly valuable human resources in the 1980s and beyond. Human Resource Management explores four major policy areas. Employee influence discusses management's task of delegating appropriate power and responsibility over business goals, pay, working conditions, job security, and related issues. Managing human resource flow examines the responsibility managers share in handling the flow of employees through an organization -- from recruiting them and appraising their performance to formulating guidelines on career development, promotion, outplacement, and fair treatment. Reward systems looks at the objective of designing and administering a system of rewards to attract, motivate, and retain employees. And work systems considers how managers define, design, and supervise work itself -- whether it be at a manufacturing plant or in an office setting. Each policy area receives a thorough introduction by the authors (including a conceptual overview and necessary background information concerning institutional arrangements and typical personnel practice) and is followed by several cases presenting HRM problems and approaches in a range of real-world business settings. Lucid, richly detailed, and consistently stimulating, the cases permit students to develop their skills in: * diagnosing a firm's human resource policies and recognizing their long-term consequences * integrating human resource policies into a corporation's overall competitive strategy * creating mechanisms for employee influence and participation as well as assessing the potential for union-management collaboration * designing and administering reward systems that complement other HRM changes * implementing practical, effective work systems that dramatically improve employee commitment and competence Throughout, Human Resource Management demonstrates that HRM policy decisions can no longer be delegated as a functional specialty -- that HRM strategy must fit competitive strategy, that HRM involves investment decisions with long-term implications, and that employees are a major stakeholder whose interests can and must be acknowledged by top management. By presenting HRM as a coherent, proactive (rather than reactive) management model, it provides business students with the critical resources they will need to promote sound and productive relations between their organization and its employees.

Human Resource Management

Business & Money

BEER, MICHAEL

Management & Leadership

Free Press

READINGS IN HUMAN RESOURCE MANAGEMENTA companion volume to Beer, Spector, Lawrence, Mills, and Walton's Human Resource Management: A General Manager's Perspective, this carefully chosen collection of 33 readings provides extensive background information on the theory, institutional arrangements, and current laws and practices underlying the cases in the main text. It also conveys a basic understanding of contemporary ideas and concepts that can guide managers and prospective managers in making effective human-resource policy decisions.As in Human Resource Management, the selections are organized according to a four-pronged policy framework: Employee Influence, Managing Human Resource Flow, Reward Systems, and Work Systems. Ideal either for supplementary or for independent reading, they discuss topics that range from collective bargaining and work force reduction planning to pay for performance, work redesign, and social choice in developing advanced information technology. Included are contributions from such distinguished authorities as Rosabeth Moss Kanter, Daniel Yankelovich, Edward Lawler, George Lodge, D. Quinn Mills, and James Walker.

Readings in Human Resource Management

Organization Change and Development: A Systems View

Processes & Infrastructure

Scott, Foresman-Addison Wesley

High Commitment High Performance: How to Build A Resilient Organization for Sustained Advantage

How to create the high-performance, high-commitment organization Integrating knowledge from strategic management, performance management, and organization design, strategic human resource expert and Harvard Business School Professor Michael Beer outlines what the high-commitment, high-performance organization looks like and provides practitioners with the transformation process to help them get there. Starting with leaders who have the right values, Beer shows how to weave together a complete system that includes top-to-bottom communication, organization design, HR policies, and leadership transformation process, and outlines what practitioners must do in HR, structure, systems, goals, culture, and strategy to create high-performance organizations.

Jossey-Bass

How to create the high-performance, high-commitment organizationIntegrating knowledge from strategic management, performance management, and organization design, strategic human resource expert and Harvard Business School Professor Michael Beer outlines what the high-commitment, high-performance organization looks like and provides practitioners with the transformation process to help them get there. Starting with leaders who have the right values, Beer shows how to weave together a complete system that includes top-to-bottom communication, organization design, HR policies, and leadership transformation process, and outlines what practitioners must do in HR, structure, systems, goals, culture, and strategy to create high-performance organizations.

The Many Arts of Sales Management

Marketing & Sales

UNKNO

Explores the theory and the reality of managing a team of salespeople, discussing the hiring, paying, training, motivating, organizing, evaluating and leading of employees

GOODYEAR PUBLISHING COMPANY

The Critical Path to Corporate Renewal is a practical and effective agenda for revitalizing the corporation. Through an in depth analysis of six companies that have undergone fundamental changes, the authors describe what works and what doesn't in corporate renewal. Describes the many common errors companies make in getting started. The human sources of competitive advantage--coordination, commitment, and competence--cannot be enhanced through programs. Successful corporate renewal occurs only when plants, divisions, and departments involve employees. That must be done through a carefully designed series of steps--the critical path--led by unit general managers. Companies that have followed this strategy have flatter and less hierarchical organizations, employees who take initiative to reduce costs and improve quality, and enhanced teamwork at all levels.

The Critical Path to Corporate Renewal

Spector, Bert

Eisenstat, Russell A.

Biography & History

Harvard Business Review Press

This is a completely different "motivational" book. Important though self-motivation may be, success in life often comes through success in motivating others, bringing them onside, getting them to see things your way?wininng them over.

Winning People Over

Self-Help

wiley

See the best price to sell, buy, or rent books by BEER, MICHAEL. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by BEER, MICHAEL

See the best price to sell, buy, or rent books by BEER, MICHAEL. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Human Resource Management

Readings in Human Resource Management

Organization Change and Development: A Systems View

High Commitment High Performance: How to Build A Resilient Organization for Sustained Advantage

High Commitment High Performance: How to Build A Resilient Organization for Sustained Advantage

The Many Arts of Sales Management

The Many Arts of Sales Management

Organization Change and Development: A Systems View

The Critical Path to Corporate Renewal

Winning People Over