000			02059nam a22002417a 4500
003			CUTN
005			20180830154702.0
008			180830b xxu||||| |||| 00| 0 eng d
020			_a9788126524914
041			_aEnglish
082			_a363.286 _bBAR
100			_aBaron, James N.
245			_aStrategic Human Resources: _bFrameworks for General Managers _cJames N. Baron
250			_a3rd Ed.
260			_aNew Delhi : _bWiley, _c1999.
300			_axxi, 602 p. _c24 cm.
505			_tThe Five Factors _tConsistent HR Practices: The Whole Can Be More Than the Sum of the Parts _tEmployment and Economics _tEmployment as a Social Relation _tVoice: Unions and Other Forms of Employee Representation _tEmployment, Society, and the Law _tInternal Labor Markets _tHigh-Commitment HR _tPerformance Evaluation _tPay for Performance _tCompensation Systems: Forms, Bases, and Distribution of Rewards _tJob Design _tStaffing and Recruitment _tTraining _tPromotion and Career Concerns _tDownsizing _tOutsourcing _tHRM in Emerging Companies _tOrganizing HR
650			_aPersonnel management
650			_aHuman Resources Management
700			_aKreps, David M.
942			_2ddc _cBOOKS
520			_aHuman Resources are the most important resource that a firm commands and should be regarded as capital, a factor of production in which managers invest today in order to realize future profits. This book deals with the strategic implications of Human Resource Management as an important strategic asset and emphasizes its importance within the overall strategy of the firm. The book covers issues such as job design, evaluation, recruitment, training, career concern, and outsourcing and downsizing. The linkage between the various pieces of HRM policy are stressed and how the policies are related to management issues such as TQM, just-in-time manufacturing, and others. The book is aimed at the general manager, not the HRM practitioner and it stresses conceptual frameworks, not procedural methodology.
999			_c25692 _d25692