Human Resource Management: Linking Strategy to Practice provide
students with both an understanding of traditional human resource concepts and a framework
for making decisions about when specific practices can be most beneficial to an
organization. This link between strategy and practice is necessary for students to be able
to correctly apply human resource tools to improve organizations.
Throughout the book, the authors emphasize how organizations excel when they have
consistent human resource practices that align with their strategic direction. First, they
establish a strategic framework that illustrates how different approaches to human
resource management fit with basic competitive strategies. Then, they integrate this
perspective into the discussion of traditional human resource practices, such as work
design, staffing, performance management, compensation, and labor relations.
Human Resource Management: Linking Strategy to Practice clearly illustrates how these
specific human resource practices help increase organizational effectiveness.
Greg L. Stewart is an Associate Professor and Tippie Research Fellow
in the Henry B. Tippie College of Business at the University of Iowa.
Kenneth G. Brown is an Associate Professor and Huneke Faculty research
Fellow in the Henry B. Tippie College of Business at the University of Iowa.
Table of contents
Part 1. Seeing People as a Strategic Resource.
Chapter 1. Creating Value Through Human Resources.
Chapter 2. Making Human Resource Management Strategic.
Chapter 3. Ensuring Equal Employment Opportunity and Safety.
Part 2. Securing Effective Employees.
Chapter 4. Designing Productive and Satisfying Work.
Chapter 5. Recruiting Talented Employees.
Chapter 6. Selecting Employees Who Fit.
Chapter 7. Managing Employee Retention and Separation.
Part 3. Improving Employee Performance.
Chapter 8. Measuring Performance and Providing Feedback.
Chapter 9. Training for Improved Performance.
Chapter 10. Developing Employees and Their Careers.
Part 4. Motivating and Managing Employees.
Chapter 11. Motivating Employees Through Compensation.
Chapter 12. Designing Compensation and Benefits Packages.
Chapter 13. Working Effectively with Labor.
Chapter 14. Aligning Strategy with Practice.
Appendix A. Occupational Outlook for HR Managers and Specialists.
Appendix B. Human Resource Certification Institute Body of Knowledge.
Appendix C. Human Resource Planning Society Knowledge Areas.
Appendix D. Major Employment Laws in the United States.
Appendix E. Organizations of Interest to HR Students and Professionals.
Appendix F. Journals Useful to HR Students and Professionals.
613 pages, hardcover
