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BOOKS  >  BUSINESS & ECONOMICS   >  CENGAGE LEARNING  >  9780324290431

 
Strategic Human Resource Management Jeffrey A. Mello Hardcover NON-FICTION ENGLISH 9780324290431 CENGAGE LEARNING BUSINESS ECONOMICS BOOKS
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Strategic Human Resource Management - Jeffrey A. Mello - Hardcover - NON-FICTION - ENGLISH - 9780324290431

Publisher: CENGAGE LEARNING
ISBN-13: 9780324290431
ISBN-10: 0324290438
Pkg Size: 1.25 X 8.25 X 10
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Summary:
This text offers a truly innovative, integrative framework that examines the traditional functional HR areas from a strategic perspective. This text is organized into two sections. The first section, Chapters 1-7, examines the context of strategic HR and develops a framework and conceptual model for the practice of strategic HR. The second section, Chapters 8-14, examines the actual practice and implementation of strategic HR through a discussion of strategic issues that need to be addressed while developing specific programs and policies related to the traditional functional areas of HR (staffing, training, performance management, etc.). The integrative framework that requires linkage between, consistency among these functional HR activities, and the approach toward writing about these traditional functional areas from a strategic perspective distinguish the text from what is currently on the market.

Academic Level : Scholarly/Graduate
Author : Jeffrey A. Mello
Binding : Hardcover
BISAC Subject : Business & Economics / Human Resources & Personnel Management
Book Type : NON-FICTION
Dewey : 658.3
Edition : 2, Subsequent
Language : ENGLISH
LCCN : 2004114068
Library Subject : Case studies, Human capital, Labor productivity, Organizational effectiveness, Personnel management, Strategic planning
Pages : 694, xxi, 694 p. :
Place of Publication : United States
Publication Date : 01/10/2005
Subject Development : Business
Textual Format : Textbooks, Lower level

Table of Contents
PART 1: THE CONTEXT OF STRATEGIC HUMAN RESOURCE MANAGEMENT
An Investment Perspective of Human Resource Management
3(42)
Adopting an Investment Perspective
5(1)
Managing Employees at United Parcel Service
5(1)
Valuation of Assets
6(2)
Understanding and Measuring Human Capital
8(1)
Measuring Human Assets/Capital at Dow Chemical
9(1)
Factors Influencing How ``Investment Oriented'' an Organization Is
10(35)
Conclusion
13(1)
Critical Thinking
13(1)
Experiential Exercises
14(1)
Internet Exercises
15(1)
Chapter References
15(1)
Reading 1.1: The Hidden Leverage of Human Capital
16(5)
Jeffrey A. Oxman
Reading 1.2: Seven Common Misconceptions about Human Resource Practices: Research Findings versus Practitioner Beliefs
21(11)
Sara L. Rynes
Kenneth G. Brown
Amy E. Colbert
Reading 1.3: Producing Sustainable Competitive Advantage Through the Effective Management of People
32(13)
Jeffrey Pfeffer
Challenges in Strategic Human Resource Management
45(58)
Impact of Technology
46(2)
HR Issues and Challenges Related to Technology
48(1)
Telecommuting at Merrill Lynch
49(3)
Employee Surveilance and Monitoring
50(1)
e-HR
51(1)
Ethical Behavior
52(1)
Intrapreneurship at Intel
53(4)
Workforce Demographic Changes and Diversity
57(3)
Generational Diversity
58(2)
Diversity at Hasbro
60(1)
Diversity at Texas Instruments
61(2)
Diversity Initiatives at Intel
63(40)
Conclusion
65(1)
Critical Thinking
65(1)
Experiential Exercises
66(1)
Internet Exercises
66(1)
Chapter References
66(2)
Reading 2.1: Five Challenges to Virtual Team Success: Lessons from Sabre, Inc.
68(14)
Bradley L. Kirkman
Benson Rosen
Cristina B. Gibson
Paul E. Tesluk
Simon O. McPherson
Reading 2.2: The Employment Law Impact of the Sarbanes-Oxley Act
82(12)
Paul E. Starkman
Reading 2.3: Employee Satisfaction
94(9)
Jennifer Schramm
Strategic Management
103(54)
Models of Strategy
104(1)
Sarasota Memorial Hospital
105(1)
The Process of Strategic Management
105(5)
Mission Statement
105(1)
Analysis of Environment
106(1)
Organization Self-Assessment
107(2)
Establishing Goals and Objectives
109(1)
Setting Strategy
110(1)
First Tennessee National Corp.
110(1)
Corporate Strategies
110(2)
Business Unit Strategies
112(45)
Conclusion
114(1)
Critical Thinking
115(1)
Experiential Exercises
115(1)
Internet Exercises
116(1)
Chapter References
116(1)
Reading 3.1: Human Resources and the Resource-Based View of the Firm
117(15)
Patrick M. Wright
Benjamin B. Dunford
Scott A. Snell
Reading 3.2: Distinctive Human Resources Are Firm' Core Competencies
132(12)
Peter Cappelli
Anne Crocker-Hefter
Reading 3.3: Strategic Human Resources Management: Linking the People with the Strategic Needs of the Business
144(13)
Randall S. Schuler
The Evolving/Strategic Role of Human Resource Management
157(50)
Strategic HR verses Traditional HR
159(1)
HR Roles at Mercantile Bank
160(3)
Strategic Human Resource Management at Southwest Airlines
163(3)
Barriers to Strategic HR
166(3)
Conclusion
168(1)
Strategic Reorganization of the HR Function at General Motors
169(1)
Strategic Reorganization of the HR Function at Wells Fargo Bank
169(38)
Critical Thinking
171(1)
Experiential Exercises
172(1)
Internet Exercises
172(1)
Chapter References
173(1)
Reading 4.1: Strategic Human Resource Management: An Organisational Learning Perspective
174(10)
Jesus M. Rodriguez
Patricia Ordonez de Pablos
Reading 4.2: Understanding HRM--Firm Performance Linkages: The Role of the ``Strength'' of the HRM System
184(17)
David E. Bowen
Cheri Ostroff
Reading 4.3: Culturally Compatible HR Strategies
201(6)
Robert J. Greene
Human Resource Planning
207(44)
Human Resource Planning at Drexel Heritage Furnishing
209(1)
Human Capital Management at the United States Postal Service
210(1)
Objectives of Human Resource Planning
210(2)
Types of Planning
212(4)
Aggregate Planning
212(3)
Succession Planning
215(1)
Succession Planning at K. Hovanian Enterprises
216(2)
Succession Planning at Dole Food
218(1)
CEO Succession Planning at General Electric
219(32)
Conclusion
219(1)
Critical Thinking
220(1)
Experiential Exercises
221(1)
Internet Exercises
221(1)
Chapter References
222(1)
Reading 5.1: Heirs Unapparent
223(6)
Robert J. Grossman
Reading 5.2: Designing Succession Systems for New Competitive Realities
229(7)
Edmund J. Metz
Reading 5.3: If HR Were Really Strategically Proactive: Present and Future Directions in HR's Contribution to Competitive Advantage
236(15)
Wayne Brockbank
Design and Redesign of Work Systems
251(46)
Design of Work Systems
252(2)
What Workers Do
252(3)
What Workers Need
255(2)
How Jobs Interface with Other Jobs
257
Job Rotation at General Electric
254(3)
Redesign of Work Systems
257(1)
Strategic Work Redesign in Action
258(1)
Outsourcing and Offshoring
258(1)
Outsourcing by Federal and State Governments
259(2)
Mergers and Acquisitions
261(1)
The Human Side of Creating AOL Time Warner
262(1)
Teams at Dow Chemical
263(1)
Understanding Change
263(1)
Managing Change
264(33)
Conclusion
265(1)
Critical Thinking
265(1)
Experiential Exercises
266(1)
Internet Exercises
266(1)
Chapter References
267(1)
Reading 6.1: Restructuring Teams for the Re-Engineered Organization
268(9)
Afsaneh Nahavandi
Eileen Aranda
Reading 6.2: Human Resource Management Outsourcing: The Make or Buy Decision
277(12)
Charles R. Greer
Stuart A. Youngblood
David A. Gray
Reading 6.3: Work Redesign and Performance Management in Times of Downsizing
289(8)
A.S. Evangelista
Lisa A. Burke
Employment Law
297(46)
Scope of Laws
298(1)
Federal Antidiscrimination Laws
299(2)
Equal Pay Act
299(1)
Civil Rights Act of 1964
300(1)
Age Discrimination in Employment Act of 1967
301(1)
Rehabilitation Act of 1973
301(1)
Pregnancy Discrimination Act of 1978
302(1)
Americans with Disabilities Act of 1990
302(2)
Civil Rights Act of 1991
304(1)
Family and Medical Leave Act of 1992
304
Racial Discrimination at Coca-Cola
301(2)
Employees with Disabilities at IBM
303(2)
Enforcement of Federal Laws Under the EEOC
305(3)
Executive Orders
308(1)
Affirmative Action
309(1)
Sexual Harassment
310(1)
What Sexual Harassment Is
310(1)
Problems in Managing Sexual Harassment
311(2)
Strategy for Managing Sexual Harassment
313(1)
Complications Abroad
314
Cleaning Up Sexual Harassment at Dial
311(32)
Conclusion
315(1)
Critical Thinking
315(1)
Experiential Exercises
316(1)
Internet Exercises
316(1)
Chapter References
317(1)
Reading 7.1: Responding to the Supreme Court: Employment Practices and the ADA
318(7)
Michael T. Zugelder
Paul J. Champagne
Reading 7.2: The Dual Loyalty Dilemma for HR Managers Under Title VII Compliance
325(7)
Jeffrey A. Mello
Reading 7.3: In Defense of Preference
332(11)
Nathan Glazer
PART 2: IMPLEMENTATION OF STRATEGIC HUMAN RESOURCE MANAGEMENT
Staffing
343(58)
Recruiting
344(6)
Temporary Versus Permanent Employees
344(1)
Internal Versus External Recruiting
345(2)
When and How Extensively to Recruit
347(1)
Methods of Recruiting
348(2)
E-cruiting at Air Products and Chemicals, Inc.
350(1)
Staffing at St. Peter's Health Care
351(1)
Outsourced Recruiting at Kellogg
352(1)
College Recruiting via Internships at Microsoft
353(1)
Selection
353(5)
Interviewing
354(2)
Testing
356(2)
References
358(1)
Call-Center Staffing at Capital One
358(1)
International Assignments
359(1)
Diversity
360(41)
Conclusion
360(1)
Critical Thinking
361(1)
Experiential Exercises
362(1)
Internet Exercises
362(1)
Chapter References
362(2)
Reading 8.1: Hiring for the Organization, Not the Job
364(14)
David E. Bowen
Gerald E. Ledford, Jr.
Barry R. Nathan
Reading 8.2: Causes and Consequences of Declining Early Departures from Foreign Assignments
378(12)
Gary S. Insch
John D. Daniels
Reading 8.3: Designing and Implementing Global Staffing Systems: Part I--Leaders in Global Staffing
390(11)
Darin Wiechmann
Ann Marie Ryan
Monica Hemingway
Training and Development
401(42)
New Employee Training at Black and Decker
403(1)
Boot Camp at MicroStrategy
403(1)
Benefits of Training and Development
404(1)
Planning and Strategizing Training
405(2)
Objectives
406(1)
Design and Delivery
407(3)
Evaluation
410
Using Training to Facilitate a Merger at Hewlett-Packard
407(1)
Computer-Based Training at Qualcomm
408(1)
E-Learning at EMC Corporation
409(2)
Integrating Training with Performance Management Systems and Compensation
411(1)
Strategizing Training and Performance Management at Anheuser-Busch
412(31)
Conclusion
413(1)
Critical Thinking
413(1)
Experiential Exercises
414(1)
Internet Exercises
414(1)
Chapter References
414(1)
Reading 9.1: The Imperative of Developing Global Leaders
415(8)
Dana Brower
Terry Newell
Peter Ronayne
Reading 9.2: Designing Management Training and Development for Competitive Advantage: Lessons from the Best
423(12)
Judy D. Olian
Cathy C. Durham
Amy L. Kristof
Kenneth G. Brown
Richard M. Pierce
Linda Kunder
Reading 9.3: The Strategic Training of Employees Model: Balancing Organizational Constraints and Training Content
435(8)
Dan Wentland
Performance Management and Feedback
443(50)
Use of the System
445(2)
Who Evaluates
447(2)
What to Evaluate
449(1)
Strategic Performance Management at Continental Airlines
450(2)
Competency-Based Performance and Development at Capital One
452(1)
How to Evaluate
452(2)
Measures of Evaluation
454(4)
Other Considerations
458(35)
Why Performance Management Systems Often Fail
458(2)
Addressing the Shortcomings of Performance Management Systems
460(1)
Conclusion
460(1)
Critical Thinking
461(1)
Experiential Exercises
461(1)
Internet Exercises
462(1)
Chapter References
462(1)
Reading 10.1: Has 360-Degree Feedback Gone Amok?
463(9)
David A. Waldman
Leanne E. Atwater
David Antonioni
Reading 10.2: Aligning Service Strategy through Super-Measure Management
472(11)
Ivor Morgan
Jay Rao
Reading 10.3: Strategic Performance Appraisal in Team-Based Organizations: One Size Does Not Fit All
483(10)
Susanne G. Scott
Walter O. Einstein
Compensation
493(34)
Equity
495(7)
Internal Equity
496(3)
External Equity
499(2)
Individual Equity
501(1)
Team-Based Incentive Pay at Children's Hospital Boston
502(2)
Team-Based Pay at Phelps Dodge
504(1)
Legal Issues in Compensation
504(2)
Executive Compensation
506(21)
Conclusion
507(1)
Critical Thinking
507(1)
Experiential Exercises
508(1)
Internet Exercises
508(1)
Chapter References
508(2)
Reading 11.1: Compensating Teams
510(6)
Perry Pascarella
Reading 11.2: Executive Compensation: Examining an Old Issue from New Perspectives
516(6)
Parbudyal Singh
Naresh C. Agarwal
Reading 11.3: Pay Strategy for the New Millennium
522(5)
Edward E. Lawler III
Labor Relations
527(38)
Why Employees Unionize
530(1)
The National Labor Relations Act
531(1)
Behavior during Organizing Campaigns
532(1)
Collective Bargaining
533(2)
Failure to Reach Agreement
535(1)
Unions Today
536(29)
Conclusion
537(2)
Critical Thinking
539(1)
Experiential Exercises
539(1)
Internet Exercises
539(1)
Chapter References
540(1)
Reading 12.1: The Bush NLRB: Can Balance Be Restored?
541(9)
Heather L. MacDougall
Reading 12.2: A Direct Defense: Using an Employment Practices Compliance Approach to Avoid Employee Lawsuits
550(9)
Ken Thrasher
Reading 12.3: Embracing the Future: Union Strategies for the 21st Century
559(6)
Peter Lazes
Jane Savage
Employee Separation
565(44)
Reductions in Force
566(2)
Layoffs at Kodak
568(1)
Turnover
569(3)
Managing Retention at Sprint PCS
572(1)
Strategic Retention at United Airlines
572(1)
Retaining Talent at Intel
573(1)
Strategic Downsizing at Charles Schwab
574(1)
Retirement
574(35)
Conclusion
576(1)
Critical Thinking
576(1)
Experiential exercises
577(1)
Internet Exercises
577(1)
Chapter References
577(2)
Reading 13.1: Holding On to High Performers: A Strategic Approach to Retention
579(7)
Eileen M. Garger
Reading 13.2: Strategies for Responsible Restructuring
586(12)
Wayne F. Cascio
Reading 13.3: Retirement of Older Workers: Issues and Policies
598(11)
Naresh C. Agarwal
Michael G. DeGroote
Global Human resource Management
609(76)
Strategic Global HR at McDonald's
610(1)
How Global HRM Differs from Domestic HRM
611(1)
Assessing Culture
612(3)
Strategic HR Issues in Global Assignments
615(2)
Expatriate Selection at Kellogg Co.
617(2)
Repatriation
619(2)
Repatriation at Colgate-Palmolive
621(1)
The European Union
621(52)
Conclusion
622(1)
Critical Thinking
622(1)
Experiential Exercises
623(1)
Internet Exercises
623(1)
Chapter References
623(2)
Reading 14.1: Managing the Global Workforce: Challenges and Strategies
625(14)
Karen Roberts
Ellen Ernst Kossek
Cynthia Ozeki
Reading 14.2: Four Seasons Goes to Paris
639(20)
Roger Hallowell
David Bowen
Carin-Isabel Knoop
Reading 14.3: Adapting to a Boundaryless World: A Developmental Expatriate Model
659(14)
Juan I. Sanchez
Paul E. Spector
Gary L. Cooper
PART 3: HARVARD BUSINESS SCHOOL CASES
Chapter 1
Best Buy Co., Inc. (A): An Innovator's Journey
673(1)
Homestead Technologies: A Start-Up Built to Last
673(1)
Chapter 2
BRAC
674(1)
General Mills and the Hawthorne Huddle
674(1)
Chapter 3
Lockheed Martin: The Employer of Choice Mission
674(1)
Siemen's Medical Solutions: Strategic Turnaround
675(1)
Chapter 4
Cirque du Soleil
675(1)
Strategic Review at Egon Zehnder International
675(1)
Chapter 5
Developing Professionals: The BCG Way (A)
676(1)
De La Salle Academy
676(1)
Chapter 6
Midwest Office Products
677(1)
Offshoring at Global Information Systems, Inc.
677(1)
Chapter 7
Lonestar
678(1)
Women and Power: Stories from Around the Globe
678(1)
Chapter 8
SG Cowen: New Recruits
678(1)
JetBlue Airways: Starting from Scratch
678(1)
Chapter 9
The Federal Reserve Bank of Chicago's Mentoring Program (A)
679(1)
Microsoft's Vega Project: Developing People and Products
679(1)
Chapter 10
The Firmwide 360-degree Performance Evaluation Process at Morgan Stanley
680(1)
AvantGo
680(1)
Chapter 11
The Excel Charter Academy Middle School
681(1)
The Ottawa Voyaguers
681(1)
Chapter 12
Alaska Airlines and Flight 261
682(1)
Cable Data Systems
682(1)
Chapter 13
Leaving
683(1)
Bradley Marquez: Reductions in Force
683(1)
Chapter 14
Trend Micro (A)
683(1)
Civil Service Pay in Hong Kong: Policies, System, Structure, and Reform
683(2)
Subject Index 685(4)
Name Index 689(104)
Company Index 793

 

 
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