Articles liés à Strategic Human Resources: Frameworks for General Managers,...
Strategic Human Resources: Frameworks for General Managers, International Edition - Couverture rigide
L'édition de cet ISBN n'est malheureusement plus disponible.
Quatrième de couverture
Advance praise for Strategic Human Resources: Frameworks for General Managers
I would have asked every one of my professional HR people to read the text if it had been available to them. The HR profession has been longing for a solid foundation from which to operate and this text provides it.
Debra Engel, Executive Adviser and retired Senior Vice President, Corporate Services, 3Com Corporation
It′s very simple. Baron and Kreps have produced a path breaking HRM text by mixing rigorous analysis and up–to–date research findings with engaging case material. They convey what all current and future managers, regardless of their functional specialty or interests, need to know to manage effectively the workforce and organizations of the future. HRM teaching will never be the same, and we will all be better off for it.
Thomas A. Kochan, George M. Bunker Professor of Management, Sloan School of Management, MIT
This book provides general managers with a valuable framework, empirical evidence, and some thoughts to consider on how to align human resource strategy with business vision.
Richard M. Kovacevich, President and CEO, Wells Fargo & Company
Baron and Kreps have written an extraordinary text on human resource management that combines as perhaps no others have the cutting edge in social science theory on the employment relation with the best in real business practice.
James R. Lincoln, Spieker Professor of Leadership, Haas School of Business, and Director, Institute of Industrial Relations, University of California at Berkeley
This book demonstrates the benefits of interdisciplinary collaboration. Baron and Kreps have developed a practical, comprehensive framework for the design and analysis of HR strategies.
James Montgomery, Interdisciplinary Institute of Management, London School of Economics
Management is about (1) deciding what to do and (2) making it happen. In today′s world, making it happen is all about people: having the right ones (and avoiding the wrong ones) and integrating those people into an effective work system. This text is all about making the people equation happen. Certainly, if I were to teach a class on HR management as experienced by a practitioner, I would find this text a perfect vehicle to frame the course and develop its content.
John S. Reed, Chairman and Co–Chief Executive Officer, Citigroup Inc.
Biographie de l'auteur
James N. Baron is the Walter Kenneth Kilpatrick Professor of Organizational Behavior and Human Resources at Stanford University′s Graduate School of Business. He has received numerous professional awards and honors, including a fellowship at the Center for Advanced Study in the Behavioral Sciences and elected membership in the Sociological Research Association and Macro Organizational Behavior Society. He has served as an advisor on human resource issues to corporations, law firms, government agencies, and nonprofit organizations.
David M. Kreps is the Paul E. Holden Professor of Economics at the Stanford Graduate School of Business, and is a Senior Professor by Special Appointment at the Eitan Berglas School of Economics, Tel Aviv University. He is a Fellow of the Econometric Society and the American Academy of Arts and Sciences, and is a member of the National Academy of Sciences. In 1989, he was awarded the John Bates Clark Medal from the American Economic Association.
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