Managing Human Resources [antikvár]

Preface This book was not written for aspiring personnel specialists. It was written for the student of general management whose job inevitably will involve responsibility for managing people, along with other organizational assets. A fundamental assumption, then, is that all managers are accountable to their organizations in terms of the impact of their human resource management (HRM) activities. They also are accountable to their peers and to their subordinates in terms of the quality of work life they are providing. As a unifying theme for the text, there is explicit linkage in each chapter of the three outcome variables—productivity, quality of work life, and profit— to the HRM activity under discussion. This relationship should strengthen the student's perception of HRM as an important function affecting individuals, organizations, and society. Each of the six parts that comprise the text includes a figure that illustrates the organizing framework for the book. The specific topics covered in each part are highlighted for emphasis. Each chapter incorporates the following distinguishing features: ¦ A split-sequential case. Events in the case are designed to sensitize the reader to the subject matter of the chapter. The events lead to a climax, but then the case stops—like a two-part television drama. The reader is asked to predict what will happen next and to anticipate the impact of alternative courses of action. The case is followed by a new section entitled "What's Ahead." This section shows how the case ties in with the material to be presented and what the flow of topics in the chapter will be. Then the text for the chapter appears, replete with concepts, theories, research findings, and company examples that illustrate current practices. Ultimately we are trying to teach prospective managers to make decisions based on xxix