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Human Resource Management
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Table of Contents

Part I: STRATEGIC HRM. 1. Human Resource Management. 2. Understanding the Environment. Part II: STAFFING. 3. HR Planning. 4. Job Analysis. 5. Recruitment and Retention. 6. Selection. Part III: TRAINING AND PERFORMANCE. 7. Training and Development. 8. Performance Management. Part IV: TOTAL COMPENSATION. 9. Compensation. 10. Pay for Performance.

About the Author

Susan E. Jackson is Distinguished Professor of Human Resource Management in the School of Management and Labor Relations, Rutgers University-New Brunswick, NJ. She received her doctoral degree from the University of California at Berkeley and previously held positions on the faculties of New York University, University of Michigan, and University of Maryland. She is an active member and Past President of the Academy of Management and founder of greeenHRM.org, which is an online resource for students, teachers, and scholars interested in managing human resources in environmentally sustainable organizations. In addition to green HRM, she is an expert in strategic human resource management and the social dynamics of effective work teams. She has published dozens of articles and book chapters on these and related topics. She is the author or editor of several books, including, Managing Knowledge for Sustainable Competitive Advantage (with Michael Hitt and Angelo DeNisi), Managing Human Resources in Cross-Border Alliances (with Randall Schuler and Yadong Luo), Diversity in Work Teams, and Managing Human Resources in Environmentally Sustainable Organizations (forthcoming, with Deniz Ones and Stephan Dilchert). Professor Jackson also serves as a Book Editor for the Routledge Series in Global Human Resource Management. Randall S. Schuler is Distinguished Professor of International Human Resource Management and Human Resource Strategy, Past Director of the Masters in HRM Program, and Founder and Past Director of the Center for Global Strategic Human Resource Management in the Department of Human Resource Management in the School of Management and Labor Relations at Rutgers University. He is also on the faculty of the Lorange Institute of Business Zurich as a Research Fellow and the faculty of Lancaster Management School as a Visiting Fellow. His interests are global human resource management, strategic human resource management, the human resource management function in organizations and the interface of business strategy and human resource management. He has authored or edited over forty-five books. In addition, he has contributed over sixty chapters to reading books and has published over one-fifty hundred articles in professional journals and academic proceedings. Presently, he is Chief Editorial Consultant for the European Journal of International Management and is on the Editorial Boards of several journals including the Cross Cultural Management, Organizational Dynamics, Journal of World Business, The International Journal of Human Resource Management, and Asia Pacific Journal of Human Resources. Currently he is co-editing a GLOBAL HRM Series for Routledge Publishing, London England, with P. Sparrow, S. Jackson and M. Poole. It is comprised of more than twenty books and involves more than 300 authors from around the world. He is a Fellow of the American Psychological Association, a Fellow of the British Academy of Management, a Fellow of the Society for Industrial and Organizational Psychology, and a Fellow of the Academy of Management. Susan E. Jackson is Distinguished Professor of Human Resource Management in the School of Management and Labor Relations, Rutgers University-New Brunswick, NJ. She received her doctoral degree from the University of California at Berkeley and previously held positions on the faculties of New York University, University of Michigan, and University of Maryland. She is an active member and Past President of the Academy of Management and founder of greeenHRM.org, which is an online resource for students, teachers, and scholars interested in managing human resources in environmentally sustainable organizations. In addition to green HRM, she is an expert in strategic human resource management and the social dynamics of effective work teams. She has published dozens of articles and book chapters on these and related topics. She is the author or editor of several books, including, Managing Knowledge for Sustainable Competitive Advantage (with Michael Hitt and Angelo DeNisi), Managing Human Resources in Cross-Border Alliances (with Randall Schuler and Yadong Luo), Diversity in Work Teams, and Managing Human Resources in Environmentally Sustainable Organizations (forthcoming, with Deniz Ones and Stephan Dilchert). Professor Jackson also serves as a Book Editor for the Routledge Series in Global Human Resource Management. Steve Werner is Associate Professor and Doctoral Coordinator of the Management Department at the University of Houston. His primary areas of expertise are compensation and international HRM. He is editor of the books MANAGING HUMAN RESOURCES IN NORTH AMERICA: CURRENT ISSUES and PERSPECTIVES AND GLOBAL COMPENSATION. He has published in academic and practitioner publications such as ACADEMY OF MANAGEMENT JOURNAL, JOURNAL OF APPLIED PSYCHOLOGY, STRATEGIC MANAGEMENTJOURNAL, JOURNAL OF INTERNATIONAL BUSINESS STUDIES, JOURNAL OF MANAGEMENT, JOURNAL OF BUSINESS RESEARCH, HUMAN RELATIONS, HUMAN PERFORMANCE, HUMAN RESOURCE MANAGEMENT REVIEW, INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, JOURNAL OF INTERNATIONAL MANAGEMENT, BRITISH JOURNAL OF MANAGEMENT, INTERNATIONAL BUSINESS REVIEW, JOURNAL OF BUSINESS ETHICS, JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, WORLDATWORK JOURNAL, ACA JOURNAL, COMPENSATION AND BENEFITS REVIEW, and the COLUMBIA JOURNAL OF WORLD BUSINESS, among others. He is currently on the editorial board of HUMAN RESOURCE MANAGEMENT JOURNAL and HUMAN RESOURCE MANAGEMENT REVIEW and has served on the JOURNAL OF MANAGEMENT's editorial board. He has been a consultant for numerous large and small companies, including several compensation consulting firms.

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Part I: STRATEGIC HRM. 1. Human Resource Management. 2. Understanding the Environment. Part II: STAFFING. 3. HR Planning. 4. Job Analysis. 5. Recruitment and Retention. 6. Selection. Part III: TRAINING AND PERFORMANCE. 7. Training and Development. 8. Performance Management. Part IV: TOTAL COMPENSATION. 9. Compensation. 10. Pay for Performance.

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