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Human Resources are the most important resource that a firm commands and should be regarded as capital, a factor of production in which managers invest today in order to realize future profits. This book deals with the strategic implications of Human Resource Management as an important strategic asset and emphasizes its importance within the overall strategy of the firm. The book covers issues such as job design, evaluation, recruitment, training, career concern, and outsourcing and downsizing. The linkage between the various pieces of HRM policy are stressed and how the policies are related to management issues such as TQM, just-in-time manufacturing, and others. The book is aimed at the general manager, not the HRM practitioner and it stresses conceptual frameworks, not procedural methodology.
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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.
How Every General Manager Should Think about Human Resources Human resources are increasingly recognized as an important—perhaps the most important—strategic weapon in the organization’s arsenal. Yet general managers and students of general management have lacked a compelling general framework for thinking about managing human resources strategically. Baron and Kreps provide such a framework:
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