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Book Categories |
| Preface | ||
| Pt. 1 | The Strategic Approach | 3 |
| Ch. 1 | The Strategic Approach to Human Resource Management | 4 |
| Ch. 2 | The External and Global Environment for Human Resources | 30 |
| Ch. 3 | Formulating a Corporate Strategy | 70 |
| Ch. 4 | Human Resource Decision Making and Information Systems | 102 |
| Pt. 2 | Strategies for Human Resource Acquisition and Placement | 143 |
| Ch. 5 | Equal Employment Opportunity and Nondiscrimination | 144 |
| Ch. 6 | Strategic Human Resource Planning and Staffing | 174 |
| Ch. 7 | Job Analysis | 204 |
| Ch. 8 | Job Design | 240 |
| Ch. 9 | Strategies for Recruitment, Selection, and Placement | 268 |
| Pt. 3 | Strategies for Maximizing Human Resource Productivity | 303 |
| Ch. 10 | Strategic Socialization, Training, and Development | 304 |
| Ch. 11 | Total Quality Management and Improving Productivity | 348 |
| Ch. 12 | Strategic Compensation Systems | 398 |
| Ch. 13 | Strategies for Effective Performance Appraisal Systems | 438 |
| Pt. 4 | Strategies for Maintaining Human Resources | 471 |
| Ch. 14 | Benefit Plans | 472 |
| Ch. 15 | Managing Health, Safety, and Stress | 510 |
| Ch. 16 | Ethics, Employee Rights, and Employer Responsibilities | 544 |
| Pt. 5 | Strategies for Dealing with Unions | 579 |
| Ch. 17 | The Role of Unions | 580 |
| Ch. 18 | Strategic Collective Bargaining | 616 |
| Pt. 6 | Strategic Separation of Human Resources | 655 |
| Ch. 19 | Strategic Restructuring | 656 |
| Pt. 7 | Cases | 697 |
| Glossary | 769 | |
| Exhibit Sources and Credits | 775 | |
| Name Index | 779 | |
| Subject Index | 783 |
| Price | Condition | Delivery | Seller | Action |
| $99.99 | Digital |
| WonderClub |
Gregory D. Dineen
reviewed Strategic human resource management on April 30, 2014
Strategic human resource management
Block's intentions in Stewardship are good, to provide a method for organizations to choose service over self-interest, but I found his assumptions remarkably narrow-minded. The ideals of his stewardship model call for a certain type of employee - a passionate, driven, and largely entrepreneurial employee. His model does not allow for those who just want to go to work and work for someone, for an employee who isn't interested in the 'big' picture of the organization. While this type of employee would be ideal, there are many, many people who value their time outside the office more importantly and want to leave managers to manage and supervisors to supervise. He insults those employees who view work as just a job when he writes "When will I finally choose adventure and accept the fact that there is no safe path - that my underlying security come from counting on my own actions or from some higher power, neither of which will be discovered via an engineering solution." (p. 241). It is difficult to believe Block's vision of shared stewardship and equity when his premise is based on the idea that everyone must be the same, with no allowance for various individual interests, or different strengths and weaknesses. Overall I was disappointed.
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