Managing Human Resources
Author: Susan E Jackson
MANAGING HUMAN RESOURCES THROUGH STRATEGIC PARTNERSHIPS, Tenth Edition, explains how successful companies manage human resources in order to compete effectively in a dynamic, global environment. Long known and respected as a tightly integrated, clear, higher-level text, MANAGING HUMAN RESOURCES THROUGH STRATEGIC PARTNERSHIPS, Tenth Edition, presents strong organizing themes: strategy, teams, diversity, global issues, and change. These themes are highlighted in interesting boxed features throughout the tenth edition. The text also follows an organizational structure that emphasizes the HR Triad (employee, line manager, HR manager) with the understanding that effective human resource management requires mutual understanding and collaboration among HR professionals, managers, and all other employees. Because organizations differ from each other in so many ways--including their locations, competitive strategies, products and services, and corporate cultures--these experienced authors use many different companies to illustrate how employers address the challenge of managing human resources effectively. Examples of companies in many different industries include Southwest Airlines, Deere & Company, Wegmans, Lincoln Electric, McDonalds, TRW, Steelcase, Google, Novartis, Johnson & Johnson, SAS, Outback Steakhouses, United States Postal Service, UPS, IBM, 3M, Alberto Culver Weyerhaeuser, The Ritz-Carlton, and many others. The authors selected these organizations because they successfully combine a respect for established principles of human resource management with a willingness to experiment and try new approaches, allowing them to succeed year after year.
Table of Contents:
1. Managing Human Resources through Strategic Partnerships. 2. Understanding the External and Organizational Environments. 3. Ensuring Fair Treatment and Legal Compliance. 4. Human Resources Planning for Alignment and Change. 5. The Strategic Importance of Job Analysis and Competency Modeling. 6. The Strategic Importance of Recruiting and Retaining Talented Employees. 7. Selecting Employees to Fit the Job and the Organization. 8. Training and Developing a Competitive Workforce. 9. Developing an Overall Approach to Compensation. 10. Measuring Performance and Providing Feedback. 11. Using Performance-Based Pay to Enhance Motivation. 12. Providing Benefits and Services. 13. Promoting Workplace Safety and Health. 14. Understanding Unionization and Collective Bargaining. Integrative Cases--Southwest Airlines and Lincoln Electric Company.New interesting textbook: Real Food for Healthy Kids or Kill It and Grill It
Making the Team: A Guide for Managers
Author: Leigh Thompson
Integrating theory, research, and application, Making the Team, 3e offers leaders, managers, and executives — current and future — the most practical, up-to-date research on groups and teams.
The exciting new third edition of Making the Team: A Guide for Managers combines cutting-edge theory with the latest research and real-world applications. It delivers the most current research on groups and teams in a digestible manner. An excellent resource for managers at every stage of the game, the book offers insight to help both players and coaches maximize their success.
Booknews
This guide for managers, executives, and consultants provides solutions to some of management's challenges, including dealing with conflict productively; increasing creativity; managing diversity; evaluating and rewarding team performance; leveraging the team within the organization; managing global teamwork; and motivating and leading people. Thompson is the J.L. and Helen Kellogg Distinguished Professor of Organization Behavior in the Kellogg Graduate School of Management at Northwestern University. Annotation c. Book News, Inc., Portland, OR (booknews.com)
Table of Contents:
| Preface to the New Edition | ||
| Preface to the First Edition | ||
| Pt. I | The Basics of Teamwork | 1 |
| Ch. 1 | Teams in Organizations: Facts and Myths | 3 |
| Ch. 2 | Performance and Productivity: Performance Criteria and Threats to Productivity | 21 |
| Ch. 3 | Rewarding Teamwork: Compensation and Performance Appraisals | 42 |
| Pt. II | Internal Dynamics | 69 |
| Ch. 4 | Building the Team: Tasks, People, and Relationships | 71 |
| Ch. 5 | Sharpening the Team Mind: Communication and Collective Intelligence | 98 |
| Ch. 6 | Team Decision Making: Pitfalls and Solutions | 126 |
| Ch. 7 | Conflict in Teams: Leveraging Differences to Create Opportunity | 156 |
| Ch. 8 | Creativity: Mastering Strategies for High Performance | 177 |
| Pt. III | External Dynamics | 207 |
| Ch. 9 | Networking, Social Capital, and Integrating across Teams | 209 |
| Ch. 10 | Leadership: Managing the Paradox | 232 |
| Ch. 11 | Interteam Relations: Competition and Cooperation | 258 |
| Ch. 12 | Teamwork via Information Technology: Challenges and Opportunities | 275 |
| App. 1 | Managing Meetings: A Toolkit | 301 |
| App. 2 | Tips for Consultants and Facilitators | 308 |
| App. 3 | A Guide for Creating Effective Study Groups | 312 |
| App. 4 | Example Items from Peer Evaluations and 360-Degree Performance Evaluations | 315 |
| References | 322 | |
| Author Index | 361 | |
| Subject Index | 369 |
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