Hired Hands Or Human Resources

Early human resource management : context and history -- HRM at the beginning : the Chicago, Burlington, and Quincy Railroad -- Contrasting HRM strategies : Pullman and Baldwin -- HRM and alternative systems of workforce governance -- HRM in the industrial heartland I : the United States Steel Corporation -- HRM in the industrial heartland II : the Ford Motor Company -- Industrial Relations Counselors, Inc. -- The human resource model in a welfare capitalism firm : the Top-Grade Oil Company -- A high-road employer in a low-road industry : the Great Eastern Coal Company -- The middle ground of HRM in the 1920s : the United Steel and Coal Company -- Paternalism combined with decentralized and informal HRM : Mega-Watt Light and Power -- The "hired hand" model in a large manufacturing firm : New Era Radio -- HRM in the industrial heartland III : High-Beam Steel -- The case studies : insights and lessons learned.

This title, first published in 1995, examines how certain human resource practices link to labor productivity, and sets out to explain why some firms choose particular practices while others do not. In order to clearly model the relationship between labor productivity and how the firm elects to manage its workers the author has focused on one aspect of HRM – the hiring process. This book contains the results of a research project in which the choice of recruitment and selection procedures and their relation to labor productivity for 495 U. S. businesses were investigated. Hiring Practices and Labor Productivity will be of interest to students of business studies and management.

Your hiring decisions can make or break your team. Hire the right employees, and your team's performance will soar. Bring the wrong ones on board, and you're likely to see productivity and morale plummet. How to hire right? Understand and master the many steps in the hiring process. Content is sourced from the Harvard ManageMentor modules. The Pocket Mentor Series offers immediate solutions to common challenges managers face on the job every day. Each book in the series is packed with handy tools, self-tests, and real life examples to help you identify your strengths and weaknesses and hone critical skills.

Managers who hire employees, human resource directors who train line managers and supervisors to do the hiring, and consultants will all benefit from this hands-on manual. The book takes readers through each step in the hiring process, including job definition, recruitment, interviewing, testing and checking references. Each chapter briefly outlines key concepts and includes several exercises and worksheets that will serve as a complete hiring strategy that can be customized to any manager's specific hiring needs.

The economic roller coaster we've ridden over the past 20 years has brought many challenges to Human Resources. Not the least of these has been the struggle to define -- and redefine -- the relationship between employers and employees. Since the early 90s, employees have evolved from personnel to resources, from costs to assets, from hired hands to associates, from workers to thinkers, from cogs in the industrial machine to cogs in the customer service machine. There can be another, more constructive way for organizations to think about their employees: as consumers of the company's mission, culture and reward programs. External customers trade with companies based on their perceptions of the value proposition represented by the organizations' products and services. Similarly, internal consumers (employees) select organizations for the value proposition they offer. People come to work with a mental briefcase full of something employers want: the human capital (skills, talent, knowledge and behaviours) employees own. This intangible asset, combined with other organizational resources, creates value for the enterprise. In return for this currency, employers provide a bundle of enticements to get people in the door, to encourage them to be productive and to discourage them from taking a job across the street.

CD-ROM contains: files to help you use the sample forms described in the book.

The title provides a step-by-step guideline for hiring (recruiting and selecting) Human Resource (HR) professionals. The professionals include HR Managers, HRM officers, HR Specialists, HR generalists, and HR assistants. HR professionals are essential for sound management of the workforce of an organization.

Managing people is a tricky business—and managers and small business owners need a clear understanding of the essentials of human resources to survive. The original edition of The Manager’s Guide to HR gives you an introduction to the regulations, rights, and responsibilities related to hiring and firing, benefits, compensation, documentation, performance evaluations, training, and more. However, much has changed since then. Extensively revised, this second edition covers all the key areas of the original edition and brings you up to speed on current developments in employment law, including: How social media is changing the recruitment landscape Shifting labor standards regarding compensation and benefits The National Labor Relations Board’s stance on work-related employee speech on social media The Employee Retirement Income Security Act New record-keeping requirements Amendments to the Family and Medical Leave Act and the Americans with Disabilities Act Featuring step-by-step guidance on everything from COBRA compliance to privacy issues, The Manager’s Guide to HR is now once again the most up-to-date, invaluable resource any manager of personnel could have.

Finding and hiring a new employee--or firing one who's not performing well--are often difficult and time-consuming tasks that many business owners and managers simply don't like to do. If you're a manager, you want to know how to hire and (when necessary) fire employees as quickly and effectively as possible. You want the inside scoop.

Is management a profession? Should it be? Can it be? This major work of social and intellectual history reveals how such questions have driven business education and shaped American management and society for more than a century. The book is also a call for reform. Rakesh Khurana shows that university-based business schools were founded to train a professional class of managers in the mold of doctors and lawyers but have effectively retreated from that goal, leaving a gaping moral hole at the center of business education and perhaps in management itself. Khurana begins in the late nineteenth century, when members of an emerging managerial elite, seeking social status to match the wealth and power they had accrued, began working with major universities to establish graduate business education programs paralleling those for medicine and law. Constituting business as a profession, however, required codifying the knowledge relevant for practitioners and developing enforceable standards of conduct. Khurana, drawing on a rich set of archival material from business schools, foundations, and academic associations, traces how business educators confronted these challenges with varying strategies during the Progressive era and the Depression, the postwar boom years, and recent decades of freewheeling capitalism. Today, Khurana argues, business schools have largely capitulated in the battle for professionalism and have become merely purveyors of a product, the MBA, with students treated as consumers. Professional and moral ideals that once animated and inspired business schools have been conquered by a perspective that managers are merely agents of shareholders, beholden only to the cause of share profits. According to Khurana, we should not thus be surprised at the rise of corporate malfeasance. The time has come, he concludes, to rejuvenate intellectually and morally the training of our future business leaders.