000			03083cam a22002414a 4500
020			_a9780256211894
020			_a0256211892 (acidfree paper)
020			_a9780070611153
020			_a0070611157
082	0	0	_a658.3 _bDRE
100	1		_aDreher, George F.
245	1	0	_aHuman resource strategy : a behavioral perspective for the general manager
260			_aBoston, New Delhi : _bMcGraw-Hill/Irwin, _cc2002.
300			_axx, 340 p. : _billustrations ;
500			_aIncludes Index.
505			_aPreface -- Part I: Understanding behavior in organizations: Basic theoretical orientations -- 1. The effective management of people: an introduction and point of view -- 2. Some basic theory about ability, motivation, and opportunity -- Part II: Human resource systems: what the general manager should know -- 3. Staffing, reward and development systems: a look at the possibilities -- 4. Reward and compensation systems -- 5. Staffing systems -- 6. Employee and career development systems -- 7. Performance management systems -- Part III: Aligning HR systems with business strategy -- 8. Human resource systems: the link to business strategy and firm performance -- 9. Sustained competitive advantage through inimitable HR practices -- 10. Domestic and international labor markets -- 11. The equal employment and labor relations environment -- Part IV: Designing HR systems for specific business situations -- Illustration 1. HR systems for the customer contact tier -- Illustration 2. HR Systems for TQM-oriented manufacturing teams -- Illustration 3. HR systems for financial services sales -- Illustration 4. HR systems for project development teams -- Illustration 5. HR systems for marketing managers in Asia.
520			_aThis is a new kind of human resource management text because it is written with the general manager in mind. The text provides a base of key organizational behavior material on why employees behave as they do and how to promote behavior required to implement a focused business strategy using staffing, development and reward systems. Organized around the concept of creating integrated HRM systems, students first learn about the processes that explain work behaviors. Students are then acquainted with key issues such as linking HRM systems to a firm's business strategy. That knowledge is then used to design an integrated set of HRM practices promoting the behaviors needed for a particular organization. The text provides detailed and practical examples of the entire process of assessing an organization and designing integrated staffing, development and reward practices. As a result, students become better informed "consumers" of the specialized services provided by in-house human resource professionals and outside consultants and gain insight into how to translate theory into practice.
650		0	_aPersonnel management.
700	1		_aDougherty, Thomas W.
856	4	2	_uhttp://www.loc.gov/catdir/description/mh021/00066438.html
856	4	1	_uhttp://www.loc.gov/catdir/toc/mh021/00066438.html
942			_cREF
999			_c40142 _d40142